Health service management to improve disaster resilience - case study for implementing lean in regional hospital health service
Abstract
Introduction: Healthcare services are required to provide different needs and services at short notice within systems which have unclear processes and are inundated with organisational issues. However, economic instability, increased demand and frustrated staff have compromised the quality of service offered. Consequently, Central Queensland Health and Hospital Service (CQHHS) sought a reliable management and leadership method to revamp the way business was conducted. The authors, therefore, discuss the logistics of introducing Lean at an organisational level, with multiple layers of management and other challenges of having a hub and spoke model, as well as multiple sites separated by large geographical areas. Methods: This work is a result of literature study of various materials, logical reasoning as well as practical experience of implementing lean management system in CQHHS. Results: Structured implementation of Lean philosophy in the organisation; targeted improvement project implementation and resource allocation based on thorough analysis of value streams, as opposed to relying upon functional managers.
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