ABSTRACT
Slowly but surely, the introduction of Lean at Careville UMC starts to take off. Thanks to a few successes and a fortunate coincidence, the top of the organization is involved and enthused sooner than expected. There is also temporary resistance from management, particularly from operations. A key additional challenge facing the introduction of Lean is: how can you keep it manageable, since day-to-day activities continue and Lean demands quite a lot of time and attention from all parties involved, particularly those with line responsibilities.
