---
product_id: 6585073
title: "Transforming Health Care"
price: "₹ 4775"
currency: INR
in_stock: true
reviews_count: 13
url: https://www.desertcart.in/products/6585073-transforming-health-care
store_origin: IN
region: India
---

# Top-rated with 4.6/5 stars Healthcare-specific Toyota Production System Proven Lean system boosts efficiency Transforming Health Care

**Price:** ₹ 4775
**Availability:** ✅ In Stock

## Summary

> 🏥 Transform healthcare with lean precision — don’t get left behind!

## Quick Answers

- **What is this?** Transforming Health Care
- **How much does it cost?** ₹ 4775 with free shipping
- **Is it available?** Yes, in stock and ready to ship
- **Where can I buy it?** [www.desertcart.in](https://www.desertcart.in/products/6585073-transforming-health-care)

## Best For

- Customers looking for quality international products

## Why This Product

- Free international shipping included
- Worldwide delivery with tracking
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## Key Features

- • **Cross-Industry Innovation:** See how manufacturing’s best practices are reshaping healthcare quality, safety, and efficiency.
- • **Lean Principles in Action:** Discover how Virginia Mason Medical Center revolutionized healthcare with Toyota's world-class production methods.
- • **Patient-Centered Perfection:** Follow a real-life journey to the perfect patient experience through continuous improvement and waste elimination.
- • **Proven Results & Recognition:** Join thousands of readers inspired by a #26 bestseller in Hospital Administration with stellar 4.6-star reviews.
- • **Executive-Driven Transformation:** Learn from leadership that doubled down on change, aligning board, clinicians, and staff for unstoppable momentum.

## Overview

Transforming Health Care chronicles Virginia Mason Medical Center’s groundbreaking adoption of the Toyota Production System to revolutionize patient care. This highly rated book offers an insider’s look at how lean principles, executive commitment, and cross-industry innovation combine to improve quality, reduce waste, and elevate the patient experience in healthcare.

## Description

For decades, the manufacturing industry has employed the Toyota Production System -- the most powerful production method in the world -- to reduce waste, improve quality, reduce defects and increase worker productivity. In 2001, Virginia Mason Medical Center, an integrated healthcare delivery system in Seattle, Washington set out to achieve its compelling vision to become The Quality Leader and to fulfill that vision, adopted the Toyota Production System as its management method. Transforming Health Care: Virginia Mason Medical Center's Pursuit of the Perfect Patient Experience takes you on the journey of of Virginia Mason Medical Center's pursuit of the perfect patient experience through the application of lean principles, tools, and methodology. Over the last several years Virginia Mason has become internationally known for its journey towards perfection by applying the Toyota Production System to healthcare. The book takes readers step by step through Virginia Mason's journey as it seeks to provide perfection to its customer - the patient. This book shows you how you use this system to transform your own organization.

Review: How Lean Health Care Transformation Can Work - The more you know about lean transformation the more you'll envy the Virginia Mason Medical Center (VMMC) for having the right people in the right places at the right times. At the end of the 1990s VMMC faced a struggle for survival as an in-the-black, separate entity. The CEO, Gary Kaplan, an MD and highly regarded executive saw the need for dramatic action and found it, after energetic searching, in Toyota Way thinking and acting. He created and nurtured the informed consent of the board of directors and, through John Black, engaged the Japanese consulting firm Shingijutsu. The executive team joined in embracing what became known as the Virginia Mason Production System (VMPS) and, with the clinical staff, hammered out the Virgina Mason Medical Center Physician Compact, the basis for concordant action in the VMPS. What's really to envy is the constancy of purpose that VMMC has maintained: when transformation efforts flagged or failed or worse - and they did, regularly - execs and docs, with board support, doubled-down and solved the problems. Each time that happened momentum increased: physicians saw better outcomes and less wasted effort, patients had better experiences, nurses spent more time actually helping patients, payers got to spend money where it mattered more, medical errors (and malpractice insurance cost) dropped dramatically, the list goes on and on, each recovered success synergizing more successes. As Donald Berwick points out in his Foreword, VMMC isn't perfect yet but, crucially, improvement continues apace: the board of directors, unified behind the VMPS, is chaired by Carolyn Corvi (the Boeing exec who, with Shingijutsu guidance, made the moving line in 737 final assembly happen), executives have become sophisticated in lean system dynamics, clinical staff are well aligned with the VMPS, and VMMC runs significantly in the black. Now all VMMC needs is a rational system of health care payment in which outcomes are rewarded instead of procedure delivery. The author, Charles Kenney, has produced a highly readable book with plenty of rich, authentic-seeming detail. I am a fast reader somewhat familiar with the sorts of issues addressed in the book, yet despite this being a relatively short book Kenney presents so much to think about that the pleasure of reading the book lasted much longer than anticipated.
Review: Lean is not just for manufacturing! - As a nursing healthcare administrator who was at Virginia Mason when the Toyota Production System (TPS) was first introduced in 2002 and was in the first group of leaders to be certified in Lean, I can honestly say this is a fair and accurate account of what it takes to become a Lean healthcare organization. John Black, prior Boeing engineer and expert in Lean, first introduced Lean to Virginia Mason, under the tutelage of Senesis Nakao and Iwata. "Lean is not for the faint of heart" is saying it mildly and success will come as a result of a top-down (and everybody in) initiative. I would recommend The Toyota Way to Healthcare Excellence by John Black. This book provides Lean specifics and details the early work @ Virginia Mason. Don't be surprised if you start out as a "concrete-head" meaning you don't believe lean manufacturing can cross over to healthcare (patients aren't cars)...but, as I say in my lean lectures, "We in healthcare want what Toyota wants...safety, efficiency, and quality."

## Features

- New - Never used. Got as a gift.

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | #188,438 in Books ( See Top 100 in Books ) #26 in Hospital Administration & Care #33 in Total Quality Management (Books) #34 in Health Care Administration |
| Customer Reviews | 4.6 out of 5 stars 137 Reviews |

## Images

![Transforming Health Care - Image 1](https://m.media-amazon.com/images/I/71Mp0zmAvoL.jpg)

## Customer Reviews

### ⭐⭐⭐⭐⭐ How Lean Health Care Transformation Can Work
*by A***R on January 4, 2011*

The more you know about lean transformation the more you'll envy the Virginia Mason Medical Center (VMMC) for having the right people in the right places at the right times. At the end of the 1990s VMMC faced a struggle for survival as an in-the-black, separate entity. The CEO, Gary Kaplan, an MD and highly regarded executive saw the need for dramatic action and found it, after energetic searching, in Toyota Way thinking and acting. He created and nurtured the informed consent of the board of directors and, through John Black, engaged the Japanese consulting firm Shingijutsu. The executive team joined in embracing what became known as the Virginia Mason Production System (VMPS) and, with the clinical staff, hammered out the Virgina Mason Medical Center Physician Compact, the basis for concordant action in the VMPS. What's really to envy is the constancy of purpose that VMMC has maintained: when transformation efforts flagged or failed or worse - and they did, regularly - execs and docs, with board support, doubled-down and solved the problems. Each time that happened momentum increased: physicians saw better outcomes and less wasted effort, patients had better experiences, nurses spent more time actually helping patients, payers got to spend money where it mattered more, medical errors (and malpractice insurance cost) dropped dramatically, the list goes on and on, each recovered success synergizing more successes. As Donald Berwick points out in his Foreword, VMMC isn't perfect yet but, crucially, improvement continues apace: the board of directors, unified behind the VMPS, is chaired by Carolyn Corvi (the Boeing exec who, with Shingijutsu guidance, made the moving line in 737 final assembly happen), executives have become sophisticated in lean system dynamics, clinical staff are well aligned with the VMPS, and VMMC runs significantly in the black. Now all VMMC needs is a rational system of health care payment in which outcomes are rewarded instead of procedure delivery. The author, Charles Kenney, has produced a highly readable book with plenty of rich, authentic-seeming detail. I am a fast reader somewhat familiar with the sorts of issues addressed in the book, yet despite this being a relatively short book Kenney presents so much to think about that the pleasure of reading the book lasted much longer than anticipated.

### ⭐⭐⭐⭐⭐ Lean is not just for manufacturing!
*by S***O on December 3, 2012*

As a nursing healthcare administrator who was at Virginia Mason when the Toyota Production System (TPS) was first introduced in 2002 and was in the first group of leaders to be certified in Lean, I can honestly say this is a fair and accurate account of what it takes to become a Lean healthcare organization. John Black, prior Boeing engineer and expert in Lean, first introduced Lean to Virginia Mason, under the tutelage of Senesis Nakao and Iwata. "Lean is not for the faint of heart" is saying it mildly and success will come as a result of a top-down (and everybody in) initiative. I would recommend The Toyota Way to Healthcare Excellence by John Black. This book provides Lean specifics and details the early work @ Virginia Mason. Don't be surprised if you start out as a "concrete-head" meaning you don't believe lean manufacturing can cross over to healthcare (patients aren't cars)...but, as I say in my lean lectures, "We in healthcare want what Toyota wants...safety, efficiency, and quality."

### ⭐⭐⭐⭐ nice case study
*by L***N on June 8, 2014*

A good chronicling of Virginia Mason's journey to lean. It illustrates the long and involved history of initial inspiration, learning and the trials and tribulations of converting processes and organizational culture. For those thinking this is an easy course to take, or that it is simply the latest in corporate fads, the case of Virginia Mason will show them otherwise. The shortcomings of the book, to me anyway, is that it is mostly about the challenge and achievements of organizational change. It was fairly light on what aspects of lean/six sigma worked. I would have liked to read more about specific tools (e.g., VSM, 5 S, heijunka, kanban) and their use. Where were they successful, where did it take several tries, how can we readers learn from your experience. These are mentioned here and there, but insufficiently to help the rest of us in our own journeys. It is a useful tool for upper management. They may not be interested in the getting into the weeds. but they are interested in the time and devotion it took to change the organization.

## Frequently Bought Together

- Transforming Health Care: Virginia Mason Medical Center's Pursuit of the Perfect Patient Experience
- Routledge Toyota Production System: Beyond Large-Scale Production

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*Last updated: 2026-07-04*