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Why would a Harvard neurosurgeon spend his spare time trying to understand how the Cheesecake Factory operates their kitchens? |
In the New Yorker magazine, writer and practicing neurosurgeon, Dr. Atul Gawande marveled at how the Cheesecake Factory uses intelligent process design and standardized work flows to deliver consistently high quality food at reasonable cost.
He notes that healthcare delivers inconsistent service and mixed quality of care at very high prices. Insurers and employers keep on paying. Patients suffer with the complications. And standardization is not even on the agenda in most healthcare centers.
Gawande asks, why couldn't healthcare do what the Cheesecake Factory does to deliver high quality products and excellent service at reasonable prices? |
Here is what Dr. Atul Gawande found in the kitchens at The Cheesecake Factory.
- Easy to understand and helpful computerized systems
- Knowledgeable and motivated workers
- Following standardized processes
- Kitchen managers actively managing the entire production process
- Innovation of products on a regular basis
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Then Dr. Gawande found an exceptional knee surgeon for his mother who needed a new knee.
Dr. John Wright, an orthopedic surgeon, at Brigham and Women's hospital had spent a decade working on standardization of knee replacements.
The results of Dr. Wright's work on the standardization of knee replacement include: earlier mobility, shorter hospital stays, lower infection rates, better management of pain and lower cost of care.
These are the outstanding results from STANDARDIZATION. This is not a bad word. It is easy to spell and introduce into our everyday vocabulary. It should be top of mind for those interested in healthy system change.
Now all we need is the commitment to learn from the leaders in standardization at the Cheesecake Factory.
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Raymond Rupert MD. MBA.
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Rupert Case Management Inc.
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