A Lean Healthcare Journey: the Scottish Experience

Claire F. Lindsay, Maneesh Kumar

Research output: Chapter in Book/Report/Conference proceedingChapter

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Abstract

Lean has been adopted by public sector organisations to combat the growing challenges in tackling demand, capacity, service provision and issues around the reduction of errors and managing variation in processes. This chapter discusses the specific case of Trust A, a Scottish Health Board and how Lean has been implemented beyond acute service provision to include shared services. In addition, the chapter reviews, the process of Lean implementations and the outcomes and sustainability generated through Lean. Challenges are noted but it argues that concentration on the social aspects of Lean in shared services generates real benefits across the value chain.
Original languageEnglish
Title of host publicationPublic Service Operations Management
Subtitle of host publicationA Research Handbook
EditorsZoe J. Radnor, Nicola Bateman, Ann Esain, Maneesh Kumar, Sharon J. Williams, David M. Upton
Place of PublicationLondon
PublisherRoutledge
Chapter18
Pages328-346
Number of pages19
Edition1
ISBN (Electronic)9781315747972
ISBN (Print)9781138813694
DOIs
Publication statusPublished - 2016

Keywords

  • Lean
  • Healthcare
  • NHS

ASJC Scopus subject areas

  • Business, Management and Accounting(all)

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  • Cite this

    Lindsay, C. F., & Kumar, M. (2016). A Lean Healthcare Journey: the Scottish Experience. In Z. J. Radnor, N. Bateman, A. Esain, M. Kumar, S. J. Williams, & D. M. Upton (Eds.), Public Service Operations Management: A Research Handbook (1 ed., pp. 328-346). Routledge. https://doi.org/10.4324/9781315747972-30