Summary Of Lean Management In Healthcare

Summary

The article by Toussaint, & Berry was well written, examining those things that make lean management work in the healthcare setting. Furthermore, the article listed six core principles of a lean transformation that are essential to establishing an exceptional organization if implemented correctly. Those core principles are the attitude of continuous improvement, value creation, the unity of purpose, respect for front-line workers, visual tracking, and flexible regimentation. Furthermore, the article uses examples and results from different clinics and hospitals to show that lean management in healthcare increases quality and lowers the total costs in an organization, resulting in pleased staff and patients. Some of those clinics and

Moreover, it gives leaders a closer look at why the lean healthcare system would be vital to start in an organization, particularly when the right method is practice. Likewise, the implementing of the system reduces the total cost of inpatient care by 25% and improve patient satisfaction by nearly 100% when patients are asked to rate their care on a scale of 5.

The article, which expresses lean healthcare as a team effort, believe that it takes everyone in the organization to work together as a team in making the system successful. Besides, with the lean been a new set of skills and habits that should be learned and practice by all employees in the organization; it would require all employees, regardless of what position one holds in the organization. Whether senior management, front-line service providers, or lower level employees, are to all have a completely new attitude since it takes everyone in the organization to make it happen. Furthermore, with lean being a journey and not a destination it serves as a learning curve for employees in the

The different principles each have a relevant dynamic of Lean management, making it essential when it comes to the establishing of lean management in an organization. Moreover, in order to create a successful lean healthcare system, the six principles have to be utilized since; using some and not all does not give the organization the outcome they need. According to Toussaint, & Berry (2013), “miss on any one of these principles is to miss on Lean’s full potential to benefit the organization’s stakeholders” (p. 75). Furthermore, each one of the six principles serves a meaningful purpose in the lean process. The attitude of continuous improvement principle believes that continuous improvement in the organization is key. While the value of creation believes that resources benefiting patient healthcare can be used directly or indirectly. Yet the third principle that is unity of purpose talks about while it is important for staffs to execute, clarify, and prioritize lean correctly. Furthermore, respect for front-line workers (the fourth principle) talks about the importance of senior management respecting the potential and ability of the front-line workers when it comes to improving the organization since, they are the ones overseeing the day-to-day activities of the organization. Visual tracking (fifth principle) believes that having a central location where all information is accessible for staffs