International Examples of Lean in Healthcare : Case Studies of Best Practices.

Format:

Book

Contributor:

Mead, Elaine, editor.

Stark, Cameron, editor.

Thompson, Maimie, editor.

Taylor & Francis eBooks

Barton Hirst Lippincott Memorial Fund.

Language:

English

Subjects (All):

Public health administration.

Public health administration--Case studies.

Health services administration.

Health services administration--Case studies.

Physical Description:

1 online resource (245 p.)

Place of Publication:

New York, NY : Routledge, 2022.

Biography/History:

Elaine Mead is an Executive Director of Improvement, Care and Compassion, IC&C, an organisation committed to supporting leaders on their improvement journey across the UK and Europe. She has worked as Executive Sensei for NHS Improvement in England and is a Leadership Faculty member of the Institute of Health Improvement. Elaine is a founding member of the Catalysis European CEO Forum and continues to connect and support colleagues from across Europe, from her base in Scotland. She is a certified Lean Leader from Tees, Esk and Wear Valley NHS Foundation Trust having had a close association with the Virginia Mason Institute. Elaine is also a Fellow of, and tutor for the Institute of Quality and Safety (ISQua). Prior to establishing IC&C Elaine was chief executive for NHS Highland for eight years where she led the development of the Highland Quality Approach to improve the quality of care based on increasing value. She has over 30 years of experience of working in the NHS including as a clinician and in executive roles. Dr Cameron Stark, Honorary Reader, and Lecturer, UHI Outer Hebrides, University of the Highlands and Islands (UHI). Cameron was a doctor in the British National Health Service for over thirty years and now provides consultancy on the application of Quality Improvement methods in health and social care. He is a module leader for the University of the Highlands and Islands Post Graduate Certificate on Healthcare Quality Improvement. Cameron has written or edited six textbooks and has published over 60 papers in peer-reviewed journals. Maimie Thompson is an engagement and communication specialist currently working in healthcare planning and the use of digital technologies in the public sector. She has contributed to a range of publications including as a co-author on a chapter for the International Handbook on Integrated Care (2nd edition) about Scotland. Maimie is a certified lean leader and a former recipient of NHS Scotland's manager of the year award for her work on unscheduled care.

Contents:

Cover

Half Title

Title Page

Copyright Page

Dedication

Table of Contents

Foreword

Acknowledgements

Editors

Contributors

Chapter 1 Using Lean in Healthcare

Aims

Introduction

History and Principles

Lean in Healthcare

Evidence of Impact

Importance of Context

Examples of Lean in Healthcare

Conclusions

Learning Points

Bibliography

Chapter 2 Applying 5S in Healthcare

5S

Getting Started

Tools for 5S

5S Tags

Floor Markings

Shadow Boards

Signs

Labelling

Each Step of 5S

Sort

Sort Tips

Set in Order

Set in Order Tips

Sweep

Tips for the Sweep Stage

Standardise

Standardise Tips

Sustain

Tips for Sustaining 5S

Safety

Common Misconceptions about 5S

Kanban

Conclusion

Chapter 3 The Design and Use of Good Data in Clinical Processes

Using Data for Improvement

Outcomes Tracking Systems

Outcomes (or Causal) Chains

Challenges in Finding the Decision Layer

General Principles for Data Design

Quality Data Needs to Be Complete, Timely, Accurate, and Transparent

Practical Steps for Good Data Design and Good Data Systems

Learning Activities

Where Does Data Design and Use Fit in an Overall Lean Improvement Effort?

Tips

Acknowledgments

Chapter 4 Hospital Flow

Why Improve Patient Flow?

Improving Flow

How Can a Hospital Work on Flow Improvement?

Case Examples

Context: The Dutch Healthcare System and Hospital Characteristics

Case Study 1: Clinical Hospital Flow

Lessons from This Case Study about Flow

Lessons on How to Improve Flow

Case Study 2: Outpatient Specialist Care Flow

Working with Multiple Teams

General Reflection

Focus of Improvement Work

Chapter 5 Value Management

Development of Value Management

Context

Value Management

Preparing the Service

Identify the Existing Quality Improvement Capacity of the Organisation

Understand Finance Team Capacity

Assess Management Interest

Review Strategic Alignment

Look for the Right Fit for a First Adopter

Preparing a Team

Detailed Components of Value Management

Box Score

Pareto Analysis

PDSA Cycles

Visual Management Board

Weekly Huddle

Daily Management

Chapter 6 Building a Model Value Stream for Older People Living with Frailty in Ireland

True North and Adopting Lean for Healthcare Transformation

From Getting Started to System-Wide Implementation: Frailty Case Example

Example of a Rapid Improvement Event at St Luke's: 'First 72 Hours

Frailty Identification'

Preparation

Days One to Five

Sustain and Standardise

Notes:

Learning and Reflections

Electronic reproduction. London Available via World Wide Web.

Local Notes:

Acquired for the Penn Libraries with assistance from the Barton Hirst Lippincott Memorial Fund.

Other Format:

Print version: Mead, Elaine International Examples of Lean in Healthcare

ISBN:

9781000806465

1000806464

9780429346958

0429346956

9781000806397

1000806391

Publisher Number:

99992733860

Access Restriction:

Restricted for use by site license.