Deaconess glover hospital

I don’t know how to handle this Management question and need guidance.

What has Carter been doing and why at Deaconess-Glover Hospital?
What problems has he discovered?For the exclusive use of A. Qumosani, 2017. 9-601-022 REV: AUGUST 25, 2005 STEVEN J. SPEAR JOHN KENAGY, M.D. Deaconess-Glover Hospital (A) Hospitals are filled with contradictions. You come to them because you’re sick and need care, but hospitals are places where infections, uncertainty, and errors might actually worsen your condition. Yet, miracles happen so routinely that we’ve come to expect them. Broken bodies are fixed, illnesses are cured, and spirits are repaired because of the hospitals’ caregivers. Unlike many business organizations, hospitals don’t wrestle with the problem of an uncommitted workforce. You will never see a more motivated group: nurses, doctors, technicians, and administrators. They are infused with and exude a single-minded desire to comfort and heal, above all else.1 — Paul O’Neill, Chairman, Alcoa Chairman, Working Together Healthcare Initiative of Western Pennsylvania Since August 1999, John Carter, a vascular surgeon, had been working with John Dalton, president of Needham, Massachusetts-based Deaconess-Glover Hospital (DGH); Julie Bonenfant, DGH’s vice president for patient services; and members of the hospital’s staff (see Exhibit 1 for DGH’s organizational chart). They were seeking an appropriate location within the hospital where they could test the applicability of the Toyota Production System2 (TPS) to the health-care setting. The idea was that once a prototype model line or learning unit was tested for functionality and its benefits were verified, lessons from the learning unit could be taught throughout the rest of the hospital. The longer-term hope was that once benefits were verified within DGH, they could be applied within the CareGroup health-care system of which DGH was part (see Exhibit 2 for CareGroup’s organizational chart). Now, in November 1999, Carter was sharing his initial recommendation for the model line. As he waited in Dalton’s office for Bonenfant’s arrival, he mentally rehearsed his presentation of findings and supporting data and anxiously anticipated Dalton’s and Bonenfant’s reaction. The stakes were high for all concerned. Carter had a 20-year career as a vascular surgeon and as a surgical practice manager in Washington state.