In the 20th century the industrial revolution was a time of societal transformation and paved the way for advances in systems and technology. As it relates to manufacturing, industrialization meant breaking down complex tasks performed by an individual into smaller tasks delegated to several team members as well as “studying, analyzing and specifying the best way to do each of those tasks” (McLaughlin & McLaughlin, 2008, p. 43). There are many indications of an industrialization process taking place within our current healthcare system. Three problems associated with “Industrializing Structure for Delivery” are: separation of labor, standardization of roles and responsibilities and deskilling of labor (Rastegar, 2004, p. 79). The practice of medicine is becoming more and more specialized. Physician duties that were previously identified and carried out by them are now delegated to nonphysician clinicians or nurses with less training and less education as the physician (Rees, 2008, p. 392). The utilization of Physician Assistants, Nurse Practitioners and hospitalists are examples of the separation and division of physician labor. Rastegar (2008) argues that patients with complicated illnesses requiring various healthcare settings may feel as if they are “a product on an assembly line” (p. 82). A proponent of this fragmentation of patient care is the effort to replace physicians with a lower cost and more malleable labor force. Historically, a physician had a lot of independence and autonomy in the way they practice medicine resulting in varying practice patterns from physician to physician. This progressed into the evaluation and standardization of their work in the form of guidelines being developed (Woolf, 1990, p. 1812). The purposes of these guidelines are to create and propagate a standard of care. This presents a problem for both the