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Apollo 11: an experiential model for team-based transformational change.

P G Townes1, D S Benson, P Johnston

  • 1HealthNet Community Health Centers, Indianapolis, USA. ptownes@aol.com

Journal for Healthcare Quality : Official Publication of the National Association for Healthcare Quality
|February 24, 2001
PubMed
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Healthcare organizations can achieve significant improvements through transformational change. A project at Southeast Health Center reduced patient wait times by 54% and costs by over 40%, boosting satisfaction.

Area of Science:

  • Healthcare Management
  • Organizational Redesign
  • Process Improvement

Background:

  • Transformational change, or reengineering, presents significant challenges for organizations.
  • Successful reengineering can lead to improved patient experience, staff morale, and operational efficiency.

Purpose of the Study:

  • To describe the Apollo 11 project, a team-based reengineering initiative at Southeast Health Center.
  • To share initial results and lessons learned from this healthcare redesign effort.

Main Methods:

  • Implementation of a team-based project (Apollo 11) focused on organizational reengineering.
  • A 7-month intensive effort involving extraordinary team collaboration.

Main Results:

Related Experiment Videos

  • Achieved a 54% reduction in patient encounter time.
  • Decreased per-visit costs by more than 40%.
  • Improved both patient and staff satisfaction levels.

    • Conclusions:

    • Healthcare reengineering, while challenging, yields substantial benefits.
    • Lessons learned from the Apollo 11 project can guide other organizations in tackling similar challenges.