Hospital achieves success through IPD

摘要

Sutter Health is the first large building owner to embrace Lean construction and require design and contracting companies to implement it. The early results were positive enough to attract the attention of many other health care owners, who adopted it as well. Project delivery teams who learned to follow Sutler's admonition to "optimize the whole, not the pieces" have been achieving significantly better outcomes. The clinical program for the replacement of the Sutter Health Eden Medical Center (SHEMC) in Castro Valley, Calif., launched in July 2007 and finished in November 2012, had to be delivered on time and within the approved budget using Lean project delivery methods. Otherwise, there was no project. Starting with a high-level program, the team spent 2 months developing a concept, estimating the cost, and planning how to construct it within the budget and schedule constraints. They presented a "validation report" to Sutter Health and waited for approval. Once the board of directors accepted the report and authorized the project, the team decided to wait until the detailed clinical program was complete before starting design. During this time, Sutter Health developed and published a set of clearly defined owner's goals to be used as guiding principles on the project. These goals served as the starting point for the metrics the team used to measure how effective they were, and to determine what the final outcome would be at the end.