1st Edition
International Examples of Lean in Healthcare Case Studies of Best Practices
Typically entrenched and systemic, healthcare problems require the sort of comprehensive solutions that can only be addressed by a change in culture and a shift in thinking. Organizations around the world are using Lean to redesign care and improve processes in a way that achieves and sustains meaningful results for patients, staff, physicians, and health systems. This book demonstrates how honest appraisal, intelligent planning, and vigilant follow-up have led to dramatic improvements in a variety of healthcare settings across the world. It teaches us how innovative organizations can find sustainable solutions to seemingly intractable problems by following a path guided by Lean Thinking. Lean methods may not solve every healthcare problem, but as these cases prove, changing a culture rather than personnel results in more effective sustainable change.
This multi-authored book provides expert descriptions of Lean methods and their application in healthcare, written by the people who developed and tested the methods in healthcare settings. Each chapter brings together a description of the technique or approach, with examples of application in practice from the author’s own practice. Authors use an engaging approach to their narrative, with examples from their personal experience or engagement being described to illustrate the practical application of theoretic approaches. In painting a picture of the environment in which these tools and techniques have been applied, readers will understand the transferability to their own workplace environment. This will be an opportunity to tell real stories of the application of Lean in healthcare and give readers the opportunity to learn from people from across the world, on subjects on which they are acknowledged topic experts, based on day-to-day Lean practice.
- Using Lean in Healthcare Cameron Stark, Elaine Mead, Maimie Thompson
- Applying 5S in Healthcare Murdina Campbell
- The Design and Use of Good Data to Understand and Reduce Variation in Clinical Processes Todd L Allen
- Hospital Flow Marc Rouppe van der Voort, Anna Roos Vijverberg, Frits van Merode
- Value Management Kay Cordiner, Poonam Gupta, Salah Arafa, Cameron Stark
- Building a Model Value Stream for Older People Living with Frailty in Ireland Fiona Keogan, Anne-Marie Keown
- Using Lean at Scale in Mental Health Service Provision Louise Roig, Jens Normand
- Organisation-Wide Implementation of Lean in Iceland Páll Matthíasson, Benedikt Benedikt Olgeirsson, Gudrun Björg Sigurbjörnsdottir
- Improving Learning Disabilities Services with Lean Design: A Case Application of the 3P Method Iain Smith, Steven Bartley
- Co-Producing an Organisation’s Quality Improvement Method: No Decision About Me, Without Me Nathan Clifford, Sarah Curtis, Karl Marlowe
- Applying Kata in Healthcare Ann Hill, Graham Canning
- Executive Leadership in Sustaining Lean Transformation Kim Barnas
- Learning How to Apply Lean Elaine Mead, Cameron Stark, Maimie Thompson
Biography
Elaine Mead is an Executive Director of Improvement, Care and Compassion, IC&C, an organisation committed to supporting leaders on their improvement journey across the UK and Europe. She has worked as Executive Sensei for NHS Improvement in England and is a Leadership Faculty member of the Institute of Health Improvement. Elaine is a founding member of the Catalysis European CEO Forum and continues to connect and support colleagues from across Europe, from her base in Scotland. She is a certified Lean Leader from Tees, Esk and Wear Valley NHS Foundation Trust having had a close association with the Virginia Mason Institute. Elaine is also a Fellow of, and tutor for the Institute of Quality and Safety (ISQua). Prior to establishing IC&C Elaine was chief executive for NHS Highland for eight years where she led the development of the Highland Quality Approach to improve the quality of care based on increasing value. She has over 30 years of experience of working in the NHS including as a clinician and in executive roles.
Dr Cameron Stark, Honorary Reader, and Lecturer, UHI Outer Hebrides, University of the Highlands and Islands (UHI). Cameron was a doctor in the British National Health Service for over thirty years and now provides consultancy on the application of Quality Improvement methods in health and social care. He is a module leader for the University of the Highlands and Islands Post Graduate Certificate on Healthcare Quality Improvement. Cameron has written or edited six textbooks and has published over 60 papers in peer-reviewed journals.
Maimie Thompson is an engagement and communication specialist currently working in healthcare planning and the use of digital technologies in the public sector. She has contributed to a range of publications including as a co-author on a chapter for the International Handbook on Integrated Care (2nd edition) about Scotland. Maimie is a certified lean leader and a former recipient of NHS Scotland’s manager of the year award for her work on unscheduled care.
