Lean thinking to change healthcare organisations: a case study to reduce waste and redesign services Online publication date: Fri, 25-Sep-2015
by Francesco Aggogeri
European J. of Cross-Cultural Competence and Management (EJCCM), Vol. 3, No. 3/4, 2014
Abstract: In the healthcare environment, quality systems have already provided significant results in organising procedures and human resources. However, the lack of managerial methodologies and knowledge sharing regarding best practices has limited the positive effects from new research and limited achievements. The lean approach can change healthcare organisations that adopt continuous improvement logics and can create substantial business results. This paper focuses on the development and application of lean principles in an oncology unit to increase the service performance levels while following and reducing waste, time, and non-value added activities. The study aims at improving healthcare processes within an oncology department, dealing with four types of cancer: breast, lung, head and neck, and gastric. The five principles of lean thinking were applied to identify the value from a patient's perspective and to follow the value stream. To achieve these ambitious goals, both basic lean tools and advanced techniques were implemented.
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