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Creating a well-integrated, resilient, and highly transparent supply chain is central to effective and safe patient care. But managing healthcare supply chains is complex; common challenges include the underuse, overuse, and misuse of health resources. This Element introduces the key principles and definitions of healthcare supply chains. Practical insights into the design and operation of healthcare supply chains are provided. Core characteristics of effective supply chain management such as performance management, systems thinking, and supply chain integration are examined along with the application of specific supply chain design and improvement approaches. Finally, the Element proposes areas that require further development both in research and practice. This title is also available as open access on Cambridge Core.

"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 -- Foreword -- Preface -- Acknowledgements -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Chapter 1: Introduction to Public Service Management and Service Operations -- Introduction -- Service Operations Management -- Public Service Operations Management -- Healthcare Operations Management -- Co-production and Public Services -- Outline of the Study -- Key Definitions -- Conclusion -- Structure of the Publication -- References -- Chapter 2: Quality Improvement in Healthcare: Where Are We Now and Where Next? -- Introduction -- Quality Improvement in Healthcare: An Overview -- Implementing Lean Thinking in Healthcare -- What Does the Literature Tell us? -- Quality Improvement and Co-production -- Conclusion -- References -- Chapter 3: Citizen Involvement: What Does It Mean? -- Introduction -- Person-Centred Care -- Patient and Public Involvement (PPI) -- Citizen Science -- What Is Co-production? -- Co-production from the Perspective of the Citizen -- Why Is Co-production Becoming Dominant? -- Shared Decision-Making -- Human Factors -- Citizens, Expectations, Rights and Responsibilities -- Conclusion -- References -- Chapter 4: Defining Co-production -- Introduction -- Terminology: Defining Co-production -- Implementing Co-production: From Consultation to Co-production -- Challenges of Implementing Co-production -- Rhetoric and Reality -- Managing Aims -- Grappling with Advantage and Inertia -- Negotiating Purpose -- Membership Structure and Dynamics -- Coping with Trust -- Using Power -- Capability -- Dark Side of Co-production -- Co-destruction and Co-contamination -- Conclusion -- References -- Chapter 5: Quality Improvement and Co-production and Co-design Models and Approaches -- Introduction -- Quality Improvement Models and Approaches -- Lean Thinking -- Model for Improvement/PDSA.

Chapter One – Introduction to Public Sector Management and Service Operations -- Chapter Two – Public Service Operations Management -- Chapter Three – Public Service Management and Quality Improvement -- Chapter Four – Coproduction and Codesign: Defining principles and models -- Chapter Five – Role of Coproduction in quality improvement -- Chapter Six – Health care case study -- Chapter Seven – Health & Social care case study -- Chapter Eight – Coproducing and codesigning health and social care – the role of patients, relatives and communities -- Chapter Nine – Future research agenda.

Purpose– The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25 years to understand the impact of the bookThe Machine that Changed the Worldon management thinking.Design/methodology/approach– A comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database, was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.Findings– Lean has evolved to be one of the best-known, yet fiercely debated, process improvement methodologies. It emerged during a proliferation of such methodologies in the business and management literature. Lean has developed from a generic description of Toyota Production System (TPS) to a particular type of organisational and management intervention focused on best practice and process improvement methodologies.Research limitations/implications– This paper provides the first comprehensive review of the Lean literature, from the perspective of Lean as the unit of analysis. It covers both sides of the academic debate and categorises the progression of Lean from its origins as a generic description of TPS to a movement that has changed management systems in many and diverse sectors.Practical implications– This paper demonstrates how Lean research, application and thinking has evolved over 25 years from its origins in Japanese auto-manufacturing to a holistic value system that is applicable to all business sectors, both private and public.Originality/value– In most empirical studies on Lean, the unit of analysis is the organisation. In this study, the unit of analysis is the Lean phenomenon itself. This paper examines the impact ofThe Machine that Changed the Worldon management thinking. In addition, it presents a step to developing an underpinning theory by linking Lean to theTheory of Swift, Even Flow. As such it is of interest to academics in the field of operations management and offers a contribution to knowledge. It is also likely to be of interest to policy makers. Considerable amounts of public money have been spent, and continue to be spent, on promoting Lean. Taxpayers and policymakers are likely to be interested in whether that expenditure is justifiable. 25 years of publications have been analysed to provide clarity around this popular approach to organisational improvement.

Future leaders of a newly formed and innovatively structured organization can be formed by means of an education intervention with a particular focus on foresight and reflection.

How do policy makers and managers square the circle of increasing demand and expectations for the delivery and quality of services against a backdrop of reduced public funding from government and philanthropists? Leaders, executives and managers are increasingly focusing on service operations improvement. In terms of research, public services are immature within the discipline of operations management, and existing knowledge is limited to government departments and large bureaucratic institutions. Drawing on a range of theory and frameworks, this book develops the research agenda, and knowledge.

How do policy makers and managers square the circle of increasing demand and expectations for the delivery and quality of services against a backdrop of reduced public funding from government and philanthropists? Leaders, executives and managers are increasingly focusing on service operations improvement. In terms of research, public services are immature within the discipline of operations management, and existing knowledge is limited to government departments and large bureaucratic institutions.Drawing on a range of theory and frameworks, this book develops the research agenda, and knowledge