Building a Better Hospital
As an independent, community hospital, Marin General Hospital belongs to the people of Marin. While seismic compliance was the driver for a replacement hospital, the ultimate purpose of the new building is to enhance the safety, comfort and well-being of all future patients, doctors, nurses and employees. Ultimately, the emphasis is on building a better hospital more than a bigger one.
The new hospital building plans include a four-story, 260,000 square-foot hospital replacement building; a five-story, 100,000 square-foot ambulatory services building; and two parking structures. Every aspect of the hospital will meet or exceed the latest state-mandated standards for earthquake safety.
The new Marin General Hospital was made better by leveraging the opportunity to standardize space, technology, equipment and workflow. Standardization is recommended to improve quality, reduce cost, and eliminate error. Unnecessary deviation in device location or in the layout of a room or group of rooms will introduce variation, thereby increasing waste and non-value added activity.
Standardization in concert with “pull” systems and “single piece flow” benefits patient, providers and staff by reducing wait times and length of stay, thereby increasing available time at bedside.
Client: Marin General Hospital
Project Type: A replacement hospital in response to state-mandated standards for earthquake safety in Greenbrae, California
Architect: Lee, Burkhardt, Liu Architects
Program Manager: Vertran Associates
HPP Services: Lean-Led Design, Schematic Design Phase
HPP Contact: Tom Wallen, Principal, Lean Facility Solutions
Marin Push Pull
“Push” and “Pull” systems are diametrically opposite scheduling philosophies. Push schedules are dictated by a formal schedule where new work is pushed into the first step of the process. With a pull system, a patient/customer order triggers the start of new work.
The operational efficiency built into the new design increases the productivity of the staff. The Lean concepts utilized to achieve the more efficient and patient focused model included “Pull versus Push” and “Single Piece Flow”. Final workflow recommendations resulted in some re-distribution of work creating additional time for patient care.