In 1992, a Methodist Healthcare System in San Antonio, lost $900,000 in six months because of an accelerating decrease in lengths of stay. The leadership adopted Hoshin planning to manage the crisis. The Hoshin planning involved planning (e.g., long-range and one-year), execution (e.g., deployment to departments) and audit (such as monthly and the chief executive’s…

BPIR Categories

2.4.3 Franchise products and services
8.2.4 Leadership relationships with suppliers and partners
2.2.4 Formulate and review business unit strategy

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