Contents
Introduction : an accidental redesigner -- Craft, flow, mass -- Taiichi Ohno and the birth of lean -- The principles of lean thinking -- Health care is not manufacturing -- Knowledge work -- Redesigning care : authorisation, permission, teams and governance -- The virtuous circle of process redesign and the health care -- Identifying the problem -- Defining the scope -- Diagnosis (1) : mapping -- Diagnosis (2) : direct observation -- Identifying the real problem -- Measurement -- Goals, the scientific method and the future state -- Strategies (1) : Value stream, batching and flow improvement -- Strategies (2) : targeted interventions, visual management and visual systems -- Strategies (3) : queues, prioritizing, capacity and demand -- Embedding and sustaining -- Redesigning emergency department flows : case study -- The care-after-hours program : case study -- Visual management : case study -- Redesigning podiatry care : case study -- Process redesign for healthcare using lean thinking.