An Investigation into the application of Lean Methodology in the UK Hospital Sector

Lean principles have been used in manufacturing organisations globally for many years. Lean principles are increasingly being successfully applied with respect to the delivery of healthcare services on a global scale. Lean begins with eliminating waste, ensuring all work adds value, whilst serving the customer’s / purchaser’s needs. Determining the ‘value added’ and ‘non value’ added steps in every process, is the key tenet of Lean Thinking. For lean principles to be effective, an organisation’s culture that is receptive to its concepts and methodologies is vital. Demonstrated commitment to lean must begin at the very apex of an organisation, and key personnel should be involved in helping to redesign and reshape key processes, with a view to improving flow, whilst at the same time reducing waste. Whilst healthcare differs in many ways from manufacturing, a number of similarities do exist: staff members are dependent on multiple and often complex processes in order to complete their duties, whilst at the same time provide value to the customer or patient. Examples within this Thesis, illustrate Lean principles when applied to a healthcare setting, can have a dramatic effect on cost, productivity, financial performance, and most importantly the timely delivery of services to patients.