Based off Kaiser Permanente case study (Creating a No-wait Emergency department by HBR)

https://store.hbr.org/product/kaiser-permanente-creating-a-no-wait-emergency-department/W16724

Please answer the following questions:

1. What were some of the obstacles that Murrell had to overcome when she first created her flow group and began putting it to work?

2. Why is the visual workplace concept so important in healthcare? Find some examples of the visual workplace you have seen in restaurants, retail stores, banks, insurance companies, etc. Would any of these techniques also be applicable to the healthcare facilities?

3. In order to develop a visual workplace, lean advocates typically start the process with a "5S" effort involving staff workers from the target area. Conduct some research on the 5S (sort, set-in-order, shine, standardize, sustain) and identify examples from the case or your own experience that indicate 5S thinking.

4. Murrell and her team had the goal of creating continuous flow in the emergency department. In a manufacturing setting, flow implies that parts never stop moving or that they only stop when a value-added step is required (i.e. inserting a fastener). Is this goal of flow possible or even practical in a healthcare setting? What are the implications of flow for the emergency department patients?

5. What are some innovative ways in which the flow group could create capacity over the next five years without adding floor space or personnel to the emergency department?