Description based upon print version of record.

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Acknowledgements -- Editors -- Contributors -- Chapter 1 Using Lean in Healthcare -- Aims -- Introduction -- History and Principles -- Lean in Healthcare -- Evidence of Impact -- Importance of Context -- Examples of Lean in Healthcare -- Conclusions -- Learning Points -- Bibliography -- Chapter 2 Applying 5S in Healthcare -- Aims -- Introduction -- 5S -- Getting Started -- Tools for 5S -- 5S Tags -- Floor Markings -- Shadow Boards -- Signs -- Labelling -- Each Step of 5S -- Sort -- Sort Tips

Set in Order -- Set in Order Tips -- Sweep -- Tips for the Sweep Stage -- Standardise -- Standardise Tips -- Sustain -- Tips for Sustaining 5S -- Safety -- Common Misconceptions about 5S -- Kanban -- Conclusion -- Learning Points -- Bibliography -- Chapter 3 The Design and Use of Good Data in Clinical Processes -- Aims -- Introduction -- Using Data for Improvement -- Outcomes Tracking Systems -- Outcomes (or Causal) Chains -- Challenges in Finding the Decision Layer -- General Principles for Data Design -- Quality Data Needs to Be Complete, Timely, Accurate, and Transparent

Practical Steps for Good Data Design and Good Data Systems -- Learning Activities -- Where Does Data Design and Use Fit in an Overall Lean Improvement Effort? -- Conclusion -- Tips -- Learning Points -- Acknowledgments -- Bibliography -- Chapter 4 Hospital Flow -- Aims -- Introduction -- Why Improve Patient Flow? -- Improving Flow -- How Can a Hospital Work on Flow Improvement? -- Case Examples -- Context: The Dutch Healthcare System and Hospital Characteristics -- Case Study 1: Clinical Hospital Flow -- Lessons from This Case Study about Flow -- Lessons on How to Improve Flow

Case Study 2: Outpatient Specialist Care Flow -- Working with Multiple Teams -- Conclusions -- General Reflection -- Focus of Improvement Work -- Learning Points -- Bibliography -- Chapter 5 Value Management -- Aims -- Introduction -- Development of Value Management -- Context -- Value Management -- Preparing the Service -- Identify the Existing Quality Improvement Capacity of the Organisation -- Understand Finance Team Capacity -- Assess Management Interest -- Review Strategic Alignment -- Look for the Right Fit for a First Adopter -- Preparing a Team -- Detailed Components of Value Management

Box Score -- Pareto Analysis -- PDSA Cycles -- Visual Management Board -- Weekly Huddle -- Daily Management -- Conclusions -- Learning Points -- Acknowledgements -- Bibliography -- Chapter 6 Building a Model Value Stream for Older People Living with Frailty in Ireland -- Aims -- Introduction -- True North and Adopting Lean for Healthcare Transformation -- From Getting Started to System-Wide Implementation: Frailty Case Example -- Example of a Rapid Improvement Event at St Luke's: 'First 72 Hours -- Frailty Identification' -- Preparation -- Days One to Five -- Sustain and Standardise

Learning and Reflections

This multi-authored book provides expert descriptions of Lean methods and their application in healthcare, written by the people who developed and tested the methods in healthcare settings. Each chapter brings together a description of the technique or approach, with examples of application in practice from the author's own practice.

OCLC-licensed vendor bibliographic record.