The healthcare system of today's westernised civilisation holds a
paradox: on the one hand, hospitals equipped with
state-of-the-art-technology and well-educated staff working under best
hygienic conditions is regarded standard. On the other hand, our
healthcare system is ailing and cutbacks in capital spending, wages and
personnel appear on the agenda. Accordingly, a more sophisticated
approach that helps hospitals to work efficiently and effectively is
needed. Among quality management tools, Lean is one suitable methodology
that can help healthcare organisations out of the dilemma. Originally,
Lean is a management methodology that goes back to production processes
with the main aim to increase output by reducing input. The lean
philosophy has its origin in the Japanese manufacturing industry and is
strongly bound to the Toyota Production System (TPS). In hospitals, Lean
is ideally based on three main pillars: process optimisation,
patient-oriented management as well as engaging and leading employees.
The first chapter of the book deals with the main principles and tools
of Lean to give readers an overview about the basic ideas of this
management philosophy. The understanding for waste and wasteful
activities will be enhanced and tools such as Kanban, Kaizen and Value
Stream Mapping, that are helpful for identification and elimination of
waste, will be introduced. Furthermore, new terms and concepts such as
Lean Sigma, telemedicine and e-health are examined. For Lean to tap its
full potential, human aspects must be considered likewise. One of the
most important aspects in hospitals is the successful management of
patients. The second chapter concentrates on factors that positively
influence the bottom line in a hospital. Thus, patient satisfaction,
strategic alliances in the healthcare environment and hospital marketing
are of main focus since all these aspects are considered value-adding
steps that help to increase service quality and to streamline processes
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