How Applicable is Lean Management for the NHS?

Walker, Gregory A. (2009) How Applicable is Lean Management for the NHS? [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

The NHS is one of the worlds’ largest organisations, it started on the 5 July 1948 and provides public Healthcare for the United Kingdom. In light of recent events and the troubled UK economy, the NHS is likely to face budget constraints in the near future. This is something the NHS has not been used to in recent years, after around a decade of huge investment.

With this in mind and the known efficiency issues within the NHS, which are often highlighted in the media. Action will need to be taken urgently in order for it to continue providing and improving its excellent service to customers. This research paper looks at how the use of ‘Lean’ can help the NHS achieve its aims by reducing non-value adding activity whilst still improving the services it offers.

The aim is to find how applicable Lean Management is for the NHS. This paper will draw extensively from recent literature surrounding the subject including a number of case examples. In order to add to the growing literature the main body of this research paper will look at two aspects:

• Lean management and techniques for waiting times and appointments in General Practices.

• Investigating the divide and possible conflict between Hospital Management and Clinicians.

Primary research will be conducted in the form of interviews and a real life Case Study of a General Practice. Using this research and the reviewed literature, this paper will strive to answer fully these two aspects. From all of the information gathered a ‘road map’ to Lean will be constructed in the form of the ‘Lean Tree’, and conclusions will be drawn as to the effectiveness of ‘Lean’ thinking and management in the NHS.

Item Type: Dissertation (University of Nottingham only)
Depositing User: EP, Services
Date Deposited: 04 Feb 2010 11:51
Last Modified: 23 Oct 2016 17:07
URI: http://eprints.nottingham.ac.uk/id/eprint/23167

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