Lean Healthcare – why it works for some and not for others?

There was a growth in the use of Lean Healthcare that is, but I always want to return? The experts were present to support healthcare "Lean" programs, but so are the organizations powerful new processes and competencies to deliver continuous improvement? We see a premium of confidence when imported professionals successfully transfer knowledge, improve staff skills and enhance the right culture to guide and improve the encapsulation and experience has shown that the emphasis on simple efficiency does not automatically lead to long-term development, and the most effective processes.

The same addition to healthcare organizations in manufacturing, where the "Lean" roots, but if it is not nearly as widespread as people think. In fact, many manufacturing companies that are "going Lean 'overshadowed their way, and the government continues to invest heavily in the manufacturers to implement Lean and efficient development of the underlying skills that are necessary to embed the change.

The NHS can learn from the experience of manufacturing, not just those who have succeeded, but for those who did not realize the benefits. Already some of the problems experienced in manufacturing is evident in health care. For example, we have seen some organizations, only the & # 39; rapid improvement Events & # 39; (That is, the implementation of development) without the creation of effective preparation (ie development planning) systems or maintenance and new ways of working that you want to embed. This (error) approaches can convert rapid improvement event structures & # 39 "Lean"; Rapid Ram raids & # 39; where:

o Improvements to happen quickly, but not durable.

o new risks are introduced (ie, patient safety).

The result is a wide body loss of helplessness, confusion and lack of buy-in, etc., which is a negative staff attitudes "Lean".

Learning from the production – Lean Why is not always delivered?

Some of the main reasons Lean does not embed itself in some companies, because the body is not

o specific agreed vision and plan at the beginning of

o Understand that the entire route before moving feature & # 39; rapid improvement Events & # 39;

based on

o build sufficient in-house expertise and are too heavily on external consultancy support

o Engage a team of efficient and do not recognize the need to change the attitude (of cultures) at the same time as the changing processes

Although these same "Lean" failure modes are beginning to manifest health organizations, there are certain & # 39; failure modes & # 39; unique healthcare which should be considered.

It is also clear that the organization and operation of the processes contributing to the successful implementation of an effective patient experience of healthcare organizations and high-quality patient care. It can also create a unique pattern of patient safety risks. Some obvious risk factors (eg, infection), while others were less obvious or hidden (eg timely exchange of information between organizations), which can lead to an adverse event.

Current work includes methods of risk / security management control patients (for example, controls and procedures) and this changes & # 39; balanced system & # 39; change the performance of the study area and the pattern of patient safety risks. As many of the sources of these risks are less obvious there is a risk that the risks of the changes introduced is not required. These risks can occur outside the changed amendment, unidentified "interface" changes leading to unexpected and unplanned changes elsewhere in the body.

For example, with a particular improvement activities Outpatient throughput performance increase can be placed unacceptable demands diagnostics increasing the risk of errors. The fact that the representation of these support / interface areas has increased the likelihood of the problem is simply transferred elsewhere in the body.

will be looking for & # 39; Lean Healthcare & # 39; success story it is important to consider whether it should be provided and how they will be involved, how it will handle the proceedings of improvement, how to change behavior and culture, as well as the processes and, most importantly, that unexpected risks could be the improvement efforts are introduced. He said that could be an efficient and timely attention to patient safety, risk management and a focus on sustainable development using Lean can make a significant difference to the organization & # 39; s performance.

In fact, we can say that with lean at the right time, the right place and should lead to the implementation of the right way & # 39; sustainable, safe and responsible development of services & # 39;.

Source by Mark Eaton

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