Improving Healthcare Operations

This book examines the design of two care pathways to establish how key principles associated with systems thinking, quality improvement, and supply chain management can improve the design of these services. 'Lean' has typically been the prominent approach when improving the design of healthcare systems and is often selected by healthcare professionals to standardize and improve the delivery of care. Previous literature shows there has been varying success in the application of 'Lean', the author presents a study which examines the benefits of introducing 'Agile' as an alternative and complementary approach. Improving Healthcare Operations explores when 'Lean' and 'Agile' are most applicable, and instances where a hybrid approach can be employed. Including empirical qualitative data collected from two care pathways, it intends to provide organizations with an alternative in order to produce the level and quality of care that is expected by patients.

Provides a detailed account of how Lean, Agile and Leagile can be applied to information, patient, material and emotional flows Includes interviews and in depth analysis from a multi-actor perspective including patients, relatives, healthcare professionals and commissioners Provides a unique cross-disciplinary view of quality improvement and supply chain management in the growing field of healthcare operations management Presents research which straddles both primary and secondary care

Autorentext
Sharon J Williams is a Senior Lecturer and Lead of the Swansea Centre for Improvement and Innovation at the College of Human & Health Sciences, Swansea University, UK, and is currently an Improvement Science Fellow sponsored by the Health Foundation. Previously she was a lecturer in Logistics and Operations Management at Cardiff Business School, UK, and a senior member of the Clinical Systems Improvement team at Warwick University Medical School, UK. Her research looks at the design of patient care pathways using improvement and redesign techniques originating largely from other sectors.

Klappentext

This study provides an excellent, detailed view of how improvement concepts such as Lean and Agile can be operationalised within a healthcare environment. The carefully crafted analysis provides a unique insight to what operations management and supply chain management thinking can contribute to understanding the design of patient pathways for two long-term conditions.

• Zoe Radnor, Dean, School of Business and Professor of Service Operations Management, University of Leicester, UK

This book examines the design of two care pathways to establish how key principles associated with systems thinking, quality improvement, and supply chain management can improve the design of these services. 'Lean' has typically been the prominent approach when improving the design of healthcare systems and is often selected by healthcare professionals to standardize and improve the delivery of care. Previous literature shows there has been varying success in the application of 'Lean', the author presents a study which examines the benefits of introducing 'Agile' as an alternative and complementary approach. Improving Healthcare Operations explores when 'Lean' and 'Agile' are most applicable, and instances where a hybrid approach can be employed. Including empirical qualitative data collected from two care pathways, it intends to provide organizations with an alternative in order to produce the level and quality of care that is expected by patients.

Sharon Jayne Williams is a Senior Lecturer and Lead of the Swansea Centre for Improvement and Innovation at the College of Human & Health Sciences, Swansea University, UK, and is currently an Improvement Science Fellow sponsored by the Health Foundation. Previously she was a lecturer in Logistics and Operations Management at Cardiff Business School, UK, and a senior member of the Clinical Systems Improvement team at Warwick University Medical School, UK. Herresearch looks at the design of patient care pathways using improvement and redesign techniques originating largely from other sectors.

Inhalt
Chapter 1 Healthcare systems in the 21st Century.- Chapter 2 Improving Healthcare systems.- Chapter 3 Lean in Healthcare.- Chapter 4 Delivering Agile & Person-centred care.- Chapter 5 Leanness plus Agility = Leagility.- Chapter 6 Methodology.- Chapter 7 Analysis of the Chronic Obstructive Pulmonary Disease (COPD) pathway: Lean, Agile and Leagility.- Chapter 8 Analysis of the Huntington's Disease (HD) pathway: Lean, Agile and Leagility.- Chapter 9 Discussion and theoretical reflections.- Chapter 10 Conclusions and Future Research Agenda.