Improving health care: the benefits and pitfalls of lean processes in the NHS

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

With an ever-increasing need for efficiency and value within organizations, operations strategies are a key focus for all senior-level managers. To this end, an adoption of Lean processes can be seen to have potential within health care organizations to boost cost saving while promoting a patient first mentality. Yet, while Lean implementation has been positive within industry and traditional service-based organizations, there are significant hurdles for the successful adoption of Lean within health care. Matthias and Brown (2016) have used case studies of six NHS hospitals, conducting interviews with senior-level managers to understand whether Lean processes have been implemented, how effective they are if so and what barriers there are to such operations strategies.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "Improving health care: the benefits and pitfalls of lean processes in the NHS", Strategic Direction, Vol. 33 No. 3, pp. 22-24. https://doi.org/10.1108/SD-12-2016-0171