Authors
John Tucker, James Noble, Tim Anderson
Published in
Journal of healthcare management / American College of Healthcare Executives. Volume 71. Issue 5. Pages 347-359.
Abstract
This research provides a framework for developing, adapting, and implementing an innovative, system-wide Gemba Board program in a multidisciplinary hospital setting to improve quality and patient safety through high-reliability concepts and continuous process-improvement tools, such as Lean methodologies and Six Sigma for quality improvement.
The Harry S. Truman Memorial Veterans' Hospital (Truman) piloted a two-phased Gemba Boards deployment model. Methods were developed for staff engagement and contribution to a culture of improvement using metrics like engagement levels, return on investment (ROI), and comprehension evaluations of high-reliability principles. The first phase involved establishing Gemba Boards in all departments, while the second phase focused on sustained evaluation and refinement of the system.
Gemba Boards, deployed in 69 departments at Truman, yielded more than 3,000 improvement ideas and a documented ROI of $2.85 million over 5 years. The implementation led to significant qualitative and quantitative impacts on clinical, operational, and administrative services, enhancing collaboration and psychological safety among staff.
This study demonstrates that widespread adoption of a Gemba Board framework leads to higher levels of quality, patient safety, and efficiency. It provides a practical, replicable framework that other healthcare systems can adopt. Future studies should analyze trends and outcomes to inform decision-making in diverse healthcare settings.
PMID:
42706817
Bibliographic data and abstract were imported from PubMed on 08 Sep 2026.
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