Strategic Planning

Improving Healthcare Operations: The Application of Lean, by Sharon J Williams

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By Sharon J Williams

This e-book examines the layout of 2 care pathways to set up how key ideas linked to structures pondering, caliber development, and provide chain administration can increase the layout of those companies. ‘Lean’ has quite often been the sought after technique whilst bettering the layout of healthcare platforms and is usually chosen by way of healthcare execs to standardize and increase the supply of care. prior literature exhibits there was various good fortune within the software of ‘Lean’, the writer provides a learn which examines the advantages of introducing ‘Agile’ as a substitute and complementary technique. Improving Healthcare Operations explores while ‘Lean’ and ‘Agile’ are so much acceptable, and cases the place a hybrid process may be hired. together with empirical qualitative info accumulated from care pathways, it intends to supply corporations with an alternate in an effort to produce the extent and caliber of care that's anticipated through sufferers.

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Additional resources for Improving Healthcare Operations: The Application of Lean, Agile and Leagility in Care Pathway Design

Sample text

Similarly, the interaction between the context and the programme is also important (Øvretveit 2011; Harvey et al. 2011). A recent systematic review of the literature examining those lean interventions in healthcare that included quantitative data has been conducted (Moraros et al. 2016). This review identified 22 articles of which 4 were concerned with health outcomes, 3 included both health and process outcomes and 15 included only process outcomes. The authors made three key findings; first there was no statistically significant association with patient satisfaction and health outcomes; second there was a negative association with financial costs and worker satisfaction; and third potential, and yet inconsistent, benefits on process outcomes like patient flow and safety.

Supply Chain Management: An International Journal, 14(3), 234–243. Ohno, T. (1988). Toyota production systems: Beyond large scale production. Cambridge, MA: Productivity Press. , & Towill, D. R. (2008). Seamless healthcare delivery systems. International Journal of Health Care Quality Assurance, 21(3), 249–273. Peters, D. (2014). The application of systems thinking in health: Why use systems thinking?. Health Research Policy and Systems, 12(51), 2014, 1–6. Schmenner, R. , & Swink, M. L. (1998).

G. Lamming 1996) were premised on the entire supply chain from raw materials to the end consumer, where organisational boundaries and interfaces were seen as artificial with the aim of creating value for the consumer at all stages within the supply chain. The implication for suppliers was to become closely integrated with their customers in four key processes: quality, delivery, cost and design. These suppliers needed to then cascade these new working practices to their suppliers and others further down the supply chain (Hines 1994).

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