A “lean” business approach to healthcare could reducing patient times, allow staff to be employed more effectively, improve the quality of healthcare provision, decrease waste and lower costs. However, three case studies carried out in the UK’s National Health Service suggests that there are still significant barriers to the adoption of “lean” practices that aim to streamlines processes and interactions and operate on an as-needed basis in terms of the provision of supplies and services. The main barrier for almost nine out of every ten NHS staff interviewed was one of terminology and understanding the fundamental concepts of “lean”. Leadership and better communication of the paradigm are needed if the rewards of implementing a lean approach are to be wrought.
Deara, A., Deara, M., Bamber, C. and Elezi, E. (2018) ‘A comparative analysis of lean implementations in NHS England hospitals’, Int. J. Lean Enterprise Research, Vol. 2, No. 3, pp.218–239.
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