Gary Kaplan's attempts were geared towards making Virginia Mason Medical Center (VMMC) the leader in providing quality healthcare services in Seattle through a series of transformational change initiatives. The institution was challenged with many issues, such as financial loss, low employee morale, and severe industry competition, necessitating change for its long-term survival.

Through strategic planning, focusing on patient center care, the team identified the need for a system to attain their goal of leading quality healthcare services in Seattle. Value stream mapping provided Kaplan and his team with a visual layout of VMMC's workflow, laying the foundation for the Toyota Production System (TPS) serving the needs of the set goal. Through modification of the TPS system, positive outcomes were attained within a year and, ultimately, the purpose of the Virginia Mason Product system. How would I respond to this?