The healthcare system of today s westernised civilisation holds a paradox: on the one hand
hospitals equipped with state-of-the-art-technology and well-educated staff working under best
hygienic conditions is regarded standard. On the other hand our healthcare system is ailing
and cutbacks in capital spending wages and personnel appear on the agenda. Accordingly a more
sophisticated approach that helps hospitals to work efficiently and effectively is needed.
Among quality management tools Lean is one suitable methodology that can help healthcare
organisations out of the dilemma. Originally Lean is a management methodology that goes back
to production processes with the main aim to increase output by reducing input. The lean
philosophy has its origin in the Japanese manufacturing industry and is strongly bound to the
Toyota Production System (TPS). In hospitals Lean is ideally based on three main pillars:
process optimisation patient-oriented management as well as engaging and leading employees.
The first chapter of the book deals with the main principles and tools of Lean to give readers
an overview about the basic ideas of this management philosophy. The understanding for waste
and wasteful activities will be enhanced and tools such as Kanban Kaizen and Value Stream
Mapping that are helpful for identification and elimination of waste will be introduced.
Furthermore new terms and concepts such as Lean Sigma telemedicine and e-health are examined.
For Lean to tap its full potential human aspects must be considered likewise. One of the most
important aspects in hospitals is the successful management of patients. The second chapter
concentrates on factors that positively influence the bottom line in a hospital. Thus patient
satisfaction strategic alliances in the healthcare environment and hospital marketing are of
main focus since all these aspects are considered value-adding steps that help to increase
service quality and to streamline processes in hospitals. Additionally effective lean
management concentrates on successful leading and engaging employees. Lean management does not
happen on its own: it needs visionary leadership and expert knowledge. Lean management calls
for a reflected interaction with employees. Hence the third chapter deals with employee
satisfaction and motivation and how this contributes to a sound and proper basis for smooth
implementation of lean processes. Implemented correctly the Lean message is 100% positive
because it can indeed create a win-win-win-situation: for the health care institution the end
users - above all patients - and medical staff. But a philosophical issue has to be
incorporated into the DNA of the organisation to produce sustainable changes with resulting
advantages.
