Lean principles have been used in manufacturing organisations globally for
many years. Lean principles are increasingly being successfully applied with
respect to the delivery of healthcare services on a global scale.
Lean begins with eliminating waste, ensuring all work adds value, whilst
serving the customer’s / purchaser’s needs. Determining the ‘value added’
and ‘non value’ added steps in every process, is the key tenet of Lean
Thinking.
For lean principles to be effective, an organisation’s culture that is receptive to
its concepts and methodologies is vital. Demonstrated commitment to lean
must begin at the very apex of an organisation, and key personnel should be
involved in helping to redesign and reshape key processes, with a view to
improving flow, whilst at the same time reducing waste.
Whilst healthcare differs in many ways from manufacturing, a number of
similarities do exist: staff members are dependent on multiple and often
complex processes in order to complete their duties, whilst at the same time
provide value to the customer or patient.
Examples within this Thesis, illustrate Lean principles when applied to a
healthcare setting, can have a dramatic effect on cost, productivity, financial
performance, and most importantly the timely delivery of services to patients.Engineering and Physical Sciences (EPSRC)Organisational Knowledg