{"id":28737,"date":"2025-08-01T06:28:41","date_gmt":"2025-08-01T13:28:41","guid":{"rendered":"https:\/\/www.scrumatscale.com\/?p=28737"},"modified":"2025-08-04T10:13:59","modified_gmt":"2025-08-04T17:13:59","slug":"delivering-what-matters-most-at-msa","status":"publish","type":"post","link":"https:\/\/www.scrumatscale.com\/es\/delivering-what-matters-most-at-msa\/","title":{"rendered":"Ofrecer lo que m\u00e1s importa: El caso del Value Stream Management en MSA"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”off|desktop” admin_label=”Hero” _builder_version=”3.27.3″ use_background_color_gradient=”on” background_color_gradient_start=”#000000″ background_color_gradient_end=”#e0261d” background_color_gradient_direction=”60deg” background_image=”https:\/\/siscrumatscale.wpengine.com\/wp-content\/uploads\/2019\/12\/licensed-scrum-trainer-teaches-class_scruminc.jpg” box_shadow_style=”preset7″ box_shadow_horizontal=”0px” box_shadow_vertical=”0px” box_shadow_color=”#ffffff” max_width_last_edited=”on|phone” min_height=”578.4px” min_height_last_edited=”on|phone” height_tablet=”460px” height_phone=”656px” height_last_edited=”on|tablet” custom_margin=”||1px||false|false” custom_margin_last_edited=”on|desktop” custom_padding=”||||false|false” fb_built=”1″ _i=”0″ _address=”0″][et_pb_row column_structure=”3_5,2_5″ _builder_version=”3.27.3″ width=”100%” custom_margin=”||||false|false” custom_padding=”||||false|false” hover_transition_duration=”0ms” _i=”0″ _address=”0.0″][et_pb_column type=”3_5″ _builder_version=”3.25″ custom_padding=”||60px|” padding_bottom=”60px” _i=”0″ _address=”0.0.0″ custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.3″ text_font=”||||||||” text_font_size=”16px” text_line_height=”1.4em” header_font=”Poppins|600||on|on|||#d6d6d6|solid” header_font_size=”18px” header_line_height=”1.8em” header_2_font=”Open Sans|700|||||||” header_2_font_size=”45px” background_layout=”dark” max_width_tablet=”90%” max_width_phone=”80%” max_width_last_edited=”on|desktop” module_alignment=”center” min_height_tablet=”auto” min_height_last_edited=”on|tablet” custom_margin=”10px||||false|false” custom_margin_phone=”||||false|false” custom_margin_last_edited=”on|desktop” custom_padding=”||0px||false|false” hover_transition_duration=”0ms” _i=”0″ _address=”0.0.0.0″]<\/p>\n

Agile Education Case Study<\/h1>\n

Delivering What Matters Most: The Case for Value Stream Management at MSA<\/h2>\n

The Medical Schools Association (MSA) transformed its operations by applying Lean and Agile practices through a value stream mapping initiative and a Kaizen Katalog. This effort aligned teams, closed service gaps, and improved efficiency\u2014resulting in a 23% cost reduction, 35% revenue growth, and a $51M financial turnaround in five years.[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_5″ _builder_version=”3.25″ custom_padding=”|||” _i=”1″ _address=”0.0.1″ custom_padding__hover=”|||”][et_pb_cta title=”CASE STUDY SNAPSHOT” disabled_on=”on|on|off” admin_label=”Call To Action” _builder_version=”3.27.3″ header_font=”Poppins|600||on|||||” header_font_size=”18px” header_line_height=”1.8em” body_font=”Open Sans||||||||” body_font_size=”16px” body_line_height=”2em” background_color=”#ffffff” border_radii=”on|10px|10px|10px|10px” button_icon=”%%22%%” button_icon_color=”#ffffff” button_on_hover=”off” button_alignment=”left” box_shadow_style=”preset3″ box_shadow_vertical=”30px” box_shadow_blur=”40px” box_shadow_color=”rgba(11,9,26,0.1)” text_orientation=”left” background_layout=”light” width=”99.9%” max_width_phone=”100%” max_width_last_edited=”on|desktop” custom_margin=”||||false|false” custom_margin_tablet=”-46px||28px|39px|false|false” custom_margin_phone=”0px||0px|0px|false|false” custom_margin_last_edited=”on|phone” custom_padding=”||||false|false” animation_direction=”top” hover_transition_duration=”0ms” locked=”off” _i=”0″ _address=”0.0.1.0″ button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_text_color__hover_enabled=”off” button_one_text_color__hover_enabled=”off” button_two_text_color__hover_enabled=”off” button_border_width__hover_enabled=”off” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_border_color__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_border_radius__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_letter_spacing__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_bg_color__hover_enabled=”off” button_one_bg_color__hover_enabled=”off” button_two_bg_color__hover_enabled=”off” button_bg_enable_color=”on”]Trainer Name:<\/strong> Donald Patti
\nIndustry: <\/strong>Nonprofit 501(c)(3)
\nOrganization Size: <\/strong>Large
\nTopic: <\/strong>Cost Reduction,\u00a0Organizational Refactoring, Value Stream Management
\nDate: <\/strong>2024
\n<\/strong>LinkedIn:\u00a0<\/strong>https:\/\/www.linkedin.com\/in\/delplayadon\/<\/a>[\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Case Studies” _builder_version=”3.27.3″ background_color=”#fafafc” custom_padding=”5%|0px|0px|0px|false|false” fb_built=”1″ _i=”1″ _address=”1″][et_pb_row _builder_version=”3.27.3″ custom_padding=”||50px|0px|false|false” locked=”off” _i=”0″ _address=”1.0″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0″][et_pb_video src=”https:\/\/youtu.be\/m3EYL8dVZXw” play_icon_color=”#e02b20″ _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0.0″][\/et_pb_video][et_pb_image show_bottom_space=”off” align=”center” _builder_version=”3.27.3″ custom_margin=”10px||||false|false” custom_padding=”||||false|false” _i=”1″ _address=”1.0.0.1″][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.27.3″ _i=”1″ _address=”1.1″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”1.1.0″][et_pb_button button_url=”@ET-DC@eyJkeW5hbWljIjp0cnVlLCJjb250ZW50IjoicG9zdF9saW5rX3VybF9hdHRhY2htZW50Iiwic2V0dGluZ3MiOnsicG9zdF9pZCI6IjI4NzQxIn19@” url_new_window=”on” button_text=”Download the Slides” button_alignment=”center” _builder_version=”3.27.3″ _dynamic_attributes=”button_url” custom_button=”on” button_text_color=”#ffffff” button_bg_color=”#cc0000″ button_border_color=”rgba(0,0,0,0)” custom_margin=”-45px||10px||false|false” custom_padding=”||10px||false|false” button_bg_enable_color=”on” _i=”0″ _address=”1.1.0.0″][\/et_pb_button][et_pb_text ul_position=”inside” ul_item_indent=”20px” admin_label=”Write up” _builder_version=”3.27.3″ text_font_size=”16px” text_line_height=”1.6em” ul_font_size=”16px” ul_line_height=”1.8em” header_2_font=”Open Sans|700|||||||” header_2_text_align=”left” header_2_font_size=”28px” header_2_line_height=”2em” header_3_font=”Open Sans|700|||||||” header_3_font_size=”18px” _i=”1″ _address=”1.1.0.1″]<\/p>\n

<\/h3>\n

Organization Background<\/h3>\n

The Medical Schools Association (MSA), a prominent, Washington, DC-based nonprofit, represents medical schools across North America. In 2012, with annual revenues of $123 million, the organization brought in new leadership and faced a dual threat: outdated internal processes and the pressure to outsource key functions.<\/p>\n

<\/h3>\n

Challenge<\/h3>\n

MSA’s leadership sought to maintain control over its core services while improving operational efficiency. While they assessed their existing delivery model, they embarked on a value stream mapping initiative, which included charting their current state to a desired future state. This surfaced significant gaps and inefficiencies in service delivery, payment management, and outcome verification.<\/p>\n

<\/h3>\n

Approach<\/h3>\n

MSA created a Kaizen Katalog, a list of improvements that they could implement over time to improve performance and alignment through Lean and Agile practices. The Kaizen Katalog included:<\/p>\n

    \n
  1. Sharing steps across value streams<\/li>\n
  2. Adding and iterating new steps as needs emerged<\/li>\n
  3. Identifying and closing critical gaps<\/li>\n
  4. Consolidating platforms and teams to improve service and reduce costs<\/li>\n
  5. Developing T-shaped teams to broaden individual skill sets<\/li>\n
  6. Optimizing processes for sustained improvement<\/li>\n<\/ol>\n

    These improvements were deeply informed by hands-on learning, including supplier visits, Gemba walks, and progress monitoring, with an emphasis on fun and engagement.<\/p>\n

    <\/h3>\n

    Outcomes<\/h3>\n

    This approach yielded immediate and long-term results:<\/p>\n