I’m sure they are doing good lean healthcare work at this hospital in the U.K.:
THE boss of the Royal Bolton Hospital is to be the main speaker at a conference because of the hospital’s “lean thinking”.
Ten months ago, the hospital became one of only six in the world – and the only one in Britain – to introduce the idea to reduce delays.
It’s not true, in either case — “one of six” or “one of the first.”
I’m nitpicking, since an unknown and growing number of hospitals are using lean methods worldwide. What’s important, for articles or conferences, is the RESULTS and the culture change. Whether you’re first or not doesn’t really matter much.
The U.K. hospital has results:
“Since the introduction of lean thinking at the Royal Bolton, the length of time it takes a patient to get from accident and emergency to the operating theatre has been reduced by 38 per cent.
Paper work has been cut by 42 per cent and the total time patients spend in the hospital has been slashed by 32 per cent.”
I am surprised that they measure the value stream from “accident” to the operating room. I hope they aren’t encouraging the ambulances to be less careful about going through intersections in the name of reducing patient cycle time. Right measure (cycle time), but maybe not the right value stream boundaries? How about measuring it from ER door to operating room??
“Total time patients spend in the hospital” can be reduced by discharging them earlier than would be ideal…. I guess my point is that, given this bout of cynicism, that you have to be careful with metrics to make sure they can’t be gamed, to make sure you are doing the right things for the patients. THAT is one thing I’m not cynical about — hospitals have enough people whose job it is to make sure we do the right things for patients, metrics be damned.
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