One of the most interesting blogs that I have come across is the Covert Rationing Blog. The author, DrRich (Richard N. Fogoros, MD) has written a book, “Fixing American Healthcare”, which I am in the process of reading. So far, it is a fabulous book, and I am learning a lot. I did take exception to a point that was made on DrRich’s blog and follow up on that here, based on getting to that section in his book.
His “axiom of industry” is that standardization of an industrial process reduces cost and improves outcomes. This industrial idea is being applied to healthcare. DrRich gives a example where standardization applied to healthcare works (hip replacement) and where it doesn’t work (congestive heart failure – CHF). The reasons he provides – although not exactly so stated – are that for hip replacement, one has a high state of knowledge, and for CHF, one has an intermediate state of knowledge and when the state of knowledge is not high enough, standardization will not work.
This is where DrRich needs to continue with his industrial analogy. There are many processes in industry with a high state of knowledge as well as processes with an intermediate state of knowledge. Yes, in industry, one standardizes processes with a high state of knowledge, but this does not happen when the state of knowledge is inadequate. Here, one uses a variety of approaches, including trial and error; that is, observing errors and then applying corrective actions. FRACAS (Failure Reporting And Corrective Action System) is a formal name for this method and believe it or not the acronym TAAF (Test Analyze And Fix) is also used. Whereas observing errors and then fixing them is not often admitted by quality managers as the method used, it is at times the best method to improve a process.
In healthcare, this method is often used as well. As patients, we are aware of the physician saying, let’s try treatment XYZ and see what happens, implying that if the treatment doesn’t work (an incorrect treatment decision) another treatment will be tried. If this actually happens and the second treatment works, one might not be happy but it is possible that the physician nevertheless followed a reasonable course of action. Moreover, for a disease condition one is not always in a “standardization” or “trial and error” situation. One often uses a mixture of the two. And, there is always the possibility that the state of knowledge for a disease may increase at some point to allow for standardization. I previously commented that standardization of a process that is not ready is likely to lock in unknown errors.
The other point that DrRich makes is that patients are not widgets. The implication is a little ominous here, namely; that morally deficient industrial managers given the chance, would discard patients as readily as widgets. I commented before, that one is optimizing a process – the correct analogy is to throw out an incorrect treatment – not a patient. Moreover, widgets are usually thought of as low cost items. No one considers a patient as low value. So here the analogy must be between patients and high cost widgets (of which there are many). In industry, as in medicine, loosing (discarding) a high cost item is not good.
One needs to ask, how many medical conditions are amenable to standardization (e.g., have a high state of knowledge). Covert rationing may well be responsible for patients being treated as widgets, including misapplying industrial processes, but these processes themselves can be applied to healthcare to benefit patients, although they will not solve healthcare costs.