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Abstract
"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. Her research looks at the design of patient care pathways using improvement and redesign techniques originating largely from other sectors
Intro -- Improving Healthcare Operations -- Acknowledgements -- Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1 Healthcare Systems in the Twenty-first Century -- Introduction -- The Context: Global Healthcare -- The Context-UK Healthcare -- Healthcare Operations Management -- Quality Improvement and the NHS -- Outline of the Study -- Definitions -- Conclusions -- Structure of the Publication -- References -- 2 Improving Healthcare Systems -- Introduction -- Supply Chain Management -- Systems Thinking and Seamless Healthcare Systems -- Quality Improvement in Healthcare -- Conclusions -- References -- 3 Lean in Healthcare -- Introduction -- Fundamentals of Lean Thinking -- Lean from a Supply Chain Perspective -- Critics of Lean -- Key Themes in the Lean Healthcare Literature -- Contemporary Writings on Lean in Healthcare -- Improved Patient Satisfaction -- Readiness for Lean Implementation -- Effectiveness of Lean Interventions in Healthcare -- Conclusions -- References -- 4 Delivering Agile and Person-centred Care -- Introduction -- Agility-A Manufacturing Perspective -- Agility from a Supply Chain Perspective -- Person-Centred Care -- Co-designing and Co-producing Health -- Improvement Cycles -- Conclusions -- References -- 5 Leanness Plus Agility = Leagility -- Introduction -- Leanness and Agility-Leagility -- Leagile Supply Chains -- Decoupling Points -- Front-Office and Back-Office Activities -- Leagility in Healthcare -- Conclusions -- References -- 6 Methodology -- Introduction -- Preparation and Understanding the Research Environment -- Study Design and Methods -- Selection of Care Pathways -- Chronic Obstructive Pulmonary Disease Pathway -- Huntington's Disease Pathway -- Data Collection and Data Analysis -- Non-participant Observation.
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