ABSTRACT
There is good evidence that Lean can be used to deliver improvements at scale in healthcare organisations. The contributors to this book show the range of approaches, including the application of methods and metrics; work across value streams and service areas; delivery in quite different healthcare settings, and integration of a Lean management system with the traditional healthcare approach. All these gains depend on respect for and engagement with staff. Making the best use of staff expertise and gaining insights from patients who use the services are both essential.
The local context, including organisational history, local culture, and funding methods are all important and can help to shape how Lean is applied and accepted in local services. Senior executives can increase the gains made from Lean by creating an agreement on the values and aims of the organisation, and by modelling the behaviours needed for the successful application of Lean. Coaching staff and creating networks of improvers helps to create and maintain momentum.
