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NEA Baptist Health System (A and B)

NEA Baptist Health System (A et B)

Case 9 50 2019 002A-B
Case published in the International Journal of Case Studies in Management, Vol. 17, No. 4
Languages : 
  • French,
  • English
  • Lean healthcare,
  • Lean management,
  • Toyota Kata,
  • TWI
  • Gestion lean des soins santé,
  • Gestion lean,
  • Toyota Kata,
  • TWI
Year of production : 
Registration date : 
Teaching notes included : 
Case document count : 

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, “Everything is an experiment!” This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

En janvier 2014, Brad Parsons, PDG du NEA Baptist Health System, profite de l’inauguration d’un nouvel hôpital pour entamer une profonde transformation organisationnelle. C’est l’occasion de déployer un nouveau système de gestion, appelé Baptist Management System (BMS), plaçant les bases d’une culture d’amélioration continue centrée sur le patient. Quelques années plus tôt, la Baptist Memorial Health Care Corporation avait embauché Skip Steward comme chef de l’amélioration. Ensemble, MM. Parsons et Steward pilotent la transformation de NEA Baptist, choisi comme site modèle pour l’ensemble de l’organisation. Le nouveau système se base en partie sur ce qui se fait ailleurs (à l’hôpital Denver Health, par exemple), mais aussi, et surtout, sur les réflexions des dirigeants et sur leurs propres apprentissages. Comme le dit M. Steward : « Tout est une expérience! » Le cas explore trois questions majeures : 1) Quels sont les principaux facteurs de succès pour le déploiement réussi d’un système de gestion? 2) De quelles compétences les dirigeants de l’organisation ont-ils besoin pour guider la transformation et introduire le nouveau système de gestion? 3) Comment assurer la pérennité de ce nouveau système?

Primary domain : 
Logistics and operations management
Secondary domain : 
Sectors : 
  • Healthcare
Source : 
HEC Montréal
Type : 
Traditional case (Descriptive or analytical case)
Type of data used in the production of the case : 
Factual data that is not public wherein the identity of the company/person is disclosed
Event location : 
Jonesboro, Arkansas, US
Year of start of the event : 
Year the event ended : 
Business size : 
Large enterprise
  • Building a management system
  • Toyota Kata
  • Shepherding
  • Mise en place d’un système de gestion
  • Toyota Kata
  • Orientation

The case has three main learning objectives: 1) Identify the conditions for the successful deployment of a management system. 2) Identify the leadership characteristics associated with the new management model. 3) Identify strategies to ensure the sustainability of the new management model. A fourth objective is added for case B: 4) Identify the key success factors for the deployment of the Toyota Kata practice to support a management system and build a culture of continuous improvement.

Le cas a trois principaux objectifs d'apprentissage : 1) déterminer les conditions de réussite du déploiement d’un système de gestion; 2) déterminer les caractéristiques de leadership associées au nouveau modèle de gestion; 3) définir des stratégies pour assurer la pérennité du nouveau modèle de gestion. Le cas B quant à lui permet d’identifier les principaux facteurs de succès pour le déploiement de la pratique Toyota Kata en vue de soutenir un système de gestion et construire une culture d'amélioration continue

Lean; Kata; Management system

Lean; Kata; Système de gestion