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The Democratic Frontiers of Lean Wireless • 155 construction, was low. Full implementation took under three weeks at this 119-bed, 238,792-square-foot general medical–surgical facility, and has since been expanded to the medical center’s larger Hillcrest campus and Moore’s Cancer Center. In just four months following the Thornton implementation, the hospital reduced its rental of IV pumps from $8,000 per month to $2,000 per month, simply by improving its ability to locate the pumps. As of this writing, Thornton has maintained this cost reduction for more than 18 months, a cumulative savings of nearly $110,000 thus far. In terms of patient safety and compliance, the hospital found itself able to react rapidly to an FDA “Urgent Medical Device Recall,” identifying 200 recalled IV pumps in under 48 hours; such recalls would have taken several weeks and dozens of hours of staff labor in the past. It is a very short leap between recall response and contagion response. This both reduces the cost of care, and reduces the risk. The University of California San Francisco (UCSF) Medical Center similarly implemented Awarepoint RTAS at its 1.2-million-square-foot academic facility. The Center freed up 1,600 hours per year in operating-room staff time, simply in locating equipment. Far from being just an efficiency measure, delays in locating critical equipment “show stoppers” can delay surgery, and as a result, affect both patient safety and the hospital’s topline revenue. As a further example of efficiency, UCSF estimates that it has reduced finding a lost asset from a 30–45-minute task to a “3-second task.” Prior to RTLS, cash-strapped hospitals have been tasked with purchasing redundant equipment to ensure adequate supply is on hand for patient care. With Awarepoint, UCSF avoided a planned purchase of additional transport monitors and intubation equipment, freeing $248,000 to be saved or spent on new technology. Thus, UCSF moved all variables in the healthcare value equation, by increasing revenue, reducing cost, reducing risk, and increasing quality. This enterprise awareness is, again, what is required in both rapid response to infection, and in identifying exposures. Democracy Marches On “Swell,” the reader might say, after all these success stories. “But I don’t handle baggage, I don’t arrest felons, I’m not running for election, and
156 • Thin Air: How Wireless Technology Supports Lean Initiatives I don’t treat patients. I make toys. Is this stuff proven in toys?” Good question, and there are three answers. First: undoubtedly, yes, it is proven in toys (or in manufacturing yachts, or in machine shops, or on college campuses, in whatever type of enterprise you work). We sifted through hundreds of studies, to find the most illustrative. Second: it is useful to find both a Lean consultant and Wireless provider with success in your vertical. As we pointed out in Chapter 3, “The Lean Wireless Missions,” the proof in Wireless is in the résumé. Certainly, a Wireless provider who has installed a system at Boeing knows the ins and outs of aerospace and defense. Third, and this may be the most important point: don’t limit yourself to what is proven in your vertical, particularly if your vertical is manufacturing, which has always been insular and self-referential about its technology. In the Wireless/Web 2.0 world, the best practices can come from anywhere, and anyone. They did not call it muda, but Mercy Medical, Jackson Hospital, and UCSD each used RFID or RTLS to reduce waste and turn the money back into superior patient care. They did not call it a value stream, or even a supply chain, but Alameda County, California used RFID to vastly improve the flow of its election-night process, and eliminated hours of wasted labor. Finally, the Thames Valley police force may never have heard the Lean adage, “Drill, baby, drill.” But using Wireless, its officers spend 30 percent more time in the field, actively enforcing the law. Used well, Wireless provides Lean benefits wherever it is used. Endnotes 1. Knowledge@Wharton. 2008. “Why an Economic Crisis Could Be the Right Time for Companies to Engage in ‘Disruptive Innovation.’ ” http://knowledge.wharton.upenn. edu/article.cfm?articleid=2086 (accessed January 9, 2009). 2. Morgenroth, D. 2008. Reality check: RFID unlocks the potential one step at a time, ἀe RF Edge, 3 November, http://www.rfid-world.com/features/supply-chain/212000291 3. Morgenroth, D. 2008. Reality check: RFID unlocks the potential one step at a time, ἀe RF Edge, 3 November, http://www.rfid-world.com/features/supply-chain/212000291 4. Morgenroth, D. 2008. Reality check: RFID unlocks the potential one step at a time, ἀe RF Edge, 3 November, http://www.rfid-world.com/features/supply-chain/212000291 5. Wagner, M. 2008. Obama election ushering in first Internet presidency, Information Week, November 10, 17.
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THIN AIR How Wireless Technology Su
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Contents Acknowledgments...........
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Contents • vii Why the IOT Is Not
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Contents • ix Lean Rules.........
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xii • Acknowledgments as so many
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xiv • Introduction—The Confusio
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The Authors Dann Anthony Maurno’s
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