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Lean Health Care - Why Do Work for Some and Not For Others

Dec 26th 2013 at 1:55 AM

lean health careThere has been a growth in the use of Lean in health but is always delivered the returns? Experts point in supporting health care "Lean" but are programs that leave organizations with solid new processes and skills to deliver continuous improvement? We see a premium trust when its experts imported successfully transfer knowledge, develop staff skills and help improve the right to direct culture and insertion and improves the experience is already showing that attention to mere efficiency does not lead Long term or automatically the most effective improvement processes.
The same occurs outside of healthcare for organizations in manufacturing where the "Lean" has its roots but which is by no means as ubiquitous as many assume. In fact, many manufacturing companies are "going Lean" fell by the wayside in their way and the government is investing heavily in helping manufacturers implement Lean more effectively and to develop skills that support required to integrate the change.
The NHS can learn from the experiences in manufacturing, not just those that happened but also of those who do not realize benefits. Already some of the problems experienced in the manufacturing sector is more evident in healthcare. For example, we have seen some organizations only focused on "rapid improvement events" (ie, the application of them) without effectively prepare (ie, design improvements) or the establishment of systems to integrate and maintain new working methods. This (error) approach "Lean" can make rapid improvement in Events 'Fast Ram raids' if:
• Improvements occur quickly, but are not sustained.
• New hazards are introduced (that is, the safety of the patients).
The wide organization result is a loss of inertia, misunderstanding and lack of buy-in, etc., leading to negative attitudes toward staff "Lean" attitudes.
Learn Manufacturing - Why has not always delivered Lean?
Some of the main reasons why Lean unable to integrate in some manufacturing companies are organizations that have failed:
• Establish an agreed vision and plan to start
• Understand how the functions of the whole itinerary before moving on to 'rapid improvement events'
• Build sufficient internal expertise and relying too much on the support of external consultants
• Involve the team effectively and a lack of recognition of the need to change attitudes (culture) while the processes of change
While these same "Lean" failure modes are beginning to manifest in healthcare organizations, there is a "failure modes unique to health care that need to be considered.
It is clear how processes are organized and function contribute to the success of healthcare organizations in the delivery of effective patient experience and high quality care for patients. Also, create a unique model of patient safety risks. Some risks are obvious (eg, infection), while others are less obvious or hidden (eg, lack of information transfer between organizations in a timely manner), which can lead to an adverse event occurs.
Current forms of work will include risk and patient safety management controls (eg, controls and procedures) and changes to this "balanced system" change both the performance of the area under control and pattern of risk patient safety. Given many of the sources of these risks are less obvious the danger is that the changes will also introduce unwanted risks. Such risks may occur outside of the area has changed as the change may result in unidentified "interface" that lead to unexpected or unplanned changes changes in other parts of the organization.
For example, focusing on outpatient activities to increase performance improvement can put unacceptable demands in diagnosis increases the risk of errors. Failure to include representation to support these / interface areas increased the likelihood that problems will simply be transferred to other parts of the organization.
Looking to become a "Lean Healthcare 'success story is important to note that should be communicated and how they will participate, how you will manage the ongoing process of improvement, changing behaviors and cultures and processes and most importantly the unexpected risks in the improvement would be the introduction. said, done effectively and with due regard for risk management and patient safety with a focus on the sustainability of improvements using Lean can make a significant difference to your organization.
In fact you could say that doing Lean timely, in the right place and apply it correctly should lead to "sustainable, safe and responsible improvement of services."

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