Lean Thinking NHS

an NHS Confederation leading edge report
Lean thinking for the NHS

Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK
A report commissioned by the NHS Confederation

The voice of NHS leadership
The NHS Confederation brings together the

organisations that make up the modern NHS.
We help our members deliver better health and
healthcare by:
• influencing policy and the wider public debate on
the full range of health and health service issues
• supporting health leaders through
information-sharing and networking
• working for employers to improve the working
lives of staff and, through them, to provide
better care for patients.
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All views and opinions in this publication are those
of the authors and are not the authorised views or
opinions of the NHS Confederation. The NHS
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defamation arising from any views, opinions or
information contained within this publication.
Registered Charity no. 1090329
Published by the NHS Confederation
© NHS Confederation 2006
ISBN 1 85947 127 7
BOK 56701
Contents
Foreword 2
The need for change 3
A good start 4
The benefits of Lean 6
Why Lean works 7
How Lean works 11
Core principles 16
Getting started 18
Involving staff 21
The Lean journey 22
Conclusion 23
Where to learn more 24
Acknowledgements
2 Lean thinking for the NHS
Foreword
We asked the Lean Enterprise Academy to look at • In most organisations of whatever type, there is at
how Toyota’s approach to production could be least nine times more non-value-adding activity
applied to healthcare. This is not as odd as it first than there is work that actually meets the patients’
appears. The Toyota system – often known as Lean – needs. So even if the value-adding component is
has been applied in many environments, including improved by 50 per cent this will have a very small
healthcare (and not just manufacturing) for some impact on overall productivity.
time now, with staggering improvements in quality
• Improving value-adding components in isolation
and efficiency. The underpinning values of removing
without addressing the whole process may not
activities that don’t add value and of respect for
improve efficiency at all. A faster machine in
people and society lie at the heart of healthcare.
pathology or a quicker transfer from accident and
And the principles on which Lean is based are
emergency to a ward may simply mean that the
generic. They can be applied anywhere: at home,
specimen or the patient waits somewhere different
in a bank, GP practice or hospital.
and longer for the next stage in the process.
A number of things have struck me about places • Lean focuses the improvement effort on things
I have visited where people are implementing Lean. that matter to patients and clinicians, and on the
Firstly, the clinicians are involved and enthusiastic. things that cause them stress and get in the way
People seem to be having fun. Secondly, the scale of of care – as opposed to external benchmarks or
the improvements is often extraordinary. More national targets, which tend to be expressed in
problematically, the transformations require whole terms that are only indirectly related to improving
processes to be looked at, with teams sometimes patient care.
taking an entire week out – often more than once.
There is one other key insight I have gained from
It is also striking how far Lean principles run counter
talking to people developing Lean approaches. Lean
to received common sense – they challenge the
has to be locally led and be part of the organisation’s
whole idea of economies of scale, of batching and
strategy. It cannot be imposed from outside: a sure
queueing work, triage and de-skilling. Many of these
way to kill it would be for there to be a national or
ideas about the organisation of work are deeply held
regional programme.
and often wrong. Most counter-intuitive of all is the
idea that we can get more done by working the
The Lean Enterprise Academy has set up a Lean
system less hard.
Healthcare Network to help people exchange
ideas and experience. The NHS Confederation’s
The results are potentially very significant. Lean’s
Future Healthcare Network is also investigating
focus on delivering care is a refreshing antidote to
the very significant implications for the design
benchmarks, targets and the traditional approach
and size of buildings. Details can be found at the
to performance management. The emphasis it puts
end of this report.
on looking at the whole system is valuable.
Nigel Edwards, Policy Director
For me, one of the most important insights is
NHS Confederation
that many traditional approaches to efficiency
improvement are futile and focus on the wrong thing.
Lean thinking for the NHS 3
The need for change
Although the NHS has made significant progress Lean can help save healthcare
over the last few years, there is a nagging doubt that
the improvements should have been more significant. Sceptical? So you should be. But please remember
Also, there are many significant challenges that still three things as you read on.
need to be addressed, including:
• financial deficits 1 An enormous amount of work has already been
done in the NHS which has prepared the ground
• hospital-acquired infections and avoidable injury for Lean: work done to clear bottlenecks at every
and death point in the patient’s journey; to understand the
• capacity constraints scale and the causes of variability of demand and
to smooth it where possible. Lean builds on this
• accusations of endemic inefficiency large body of excellent work, adding some more
• public and political concern about waiting lists tools and providing more of a framework.
and costs.
2 Remember that Lean is not a management fad. It
But problems like these are common to many is a tried and tested methodology for improving
industries. Poor safety and quality, capacity the way work gets done. Lean has been spreading
constraints and queues, cash-flow crises, low levels slowly and inexorably from industry to industry for
of efficiency and low levels of staff motivation are over half a century as its principles have been fine-
not confined to the NHS. They plague organisations tuned, tested, demonstrated and proved – largely
across the world, particularly in healthcare. against the better judgement of people who
looked at it and declared “it will never work here!”
So here is the good news. It is possible to improve
quality (to deliver better and more timely patient 3 If your hospital is struggling with end-of-year
care), to make working lives less stressful and more financial deficits, ward closures and redundancies,
rewarding for staff and to boost efficiency and Lean is not going to be your saviour in the short
productivity (thereby pleasing politicians and term. Lean will make immediate improvements
taxpayers), all at the same time. and help you avoid deficits in the medium
to long term, but it cannot help you resolve
And it’s possible to do all these things without immediate financial crises. Indeed, because Lean
painful restructurings, cash injections or massive principles take time to embed, and because their
new investments in infrastructure or IT – by applying application relies on the positive commitment
the principles of Lean to the health service. and support of staff in their day-to-day work, the
best way to squander the opportunity presented
This report introduces the concept of Lean. It shows by Lean is to link it to short-term slash-and-burn
how Lean is already being applied in the health cost-cutting.
sector, and why it is essential to a strong, successful
NHS. Its message is simple. In other words, Lean is about building a positive
future – managing healthcare organisations in a
completely different way so that short-term
fire-fighting becomes a thing of the past.
So, bearing these points in mind, what is so special

about Lean?
A good start
Like many NHS services, the pathology department journey from one location to another (otherwise
at the Bolton Hospital has grown like topsy. every day would be a marathon). Samples were
It currently employs over 100 staff across many analysed on a batch and queue basis, with one day’s
specialisms. Their daily work conducting thousands samples gathered together for analysing the next
of tests each day, using a wide range of specialist day. This meant a minimum 24-hour turnaround
equipment, is vital to the effective functioning of the standard for some tests.
hospital and the NHS trust as a whole. But both its
users and its staff experience daily frustrations. Tests Having seen how the system actually worked, the
take longer than they should, causing delays. Staff staff saw many ways to improve it. Why not:
feel they are under constant pressure.
• knock rooms together so that staff can go directly
from A to B instead of having to travel via the
corridor?
Mapping the work
• place analysers together so that staff don’t have
Recently, however, a team of staff at the hospital to trek up and down stairs to access them?
took a step back to see how their department really
• move the central sample receiving point to the
worked. They followed blood samples on their
middle of the department, to minimise the
journey from the patient, through the haematology,
sample’s journey from receipt to analysis?
biochemistry and microbiology laboratories and
back again, and painstakingly tracked every step • create a standard sample request form for blood
the sample took – received with a request form, sciences that can be scanned into the computer,
checked to make sure the sample is from the right thereby eliminating a large amount of time-
patient, assigned a unique laboratory number for wasting, non-value-adding clerical work?
processing through the IT system, information input
• analyse each rack as soon as it is filled rather than
into the computer, and so on.
accumulate a whole batch of samples?
When they looked at the department’s processes
Such detailed suggestion may not sound like much.
like this, end to end, a number of blockages and
But put together in the right way, the results were
unnecessary steps became immediately obvious.
dramatic. A routine blood sample’s journey once
For example, they could not analyse a sample before
involved 309 steps, but with a redesign of work,
the information had been put into the computer
machine relocation and so on, this could be reduced
but inputting delays are common, caused by
to just 57 steps. Urgent blood sample steps could be
samples arriving in large batches. And once they
reduced from 75 to 57, and so on. Simply relocating
had the information, taking the sample to the
two analysers from the first floor to the ground floor
analyser could be quite a trek.
and redesigning the workspace would reduce the
distance staff have to walk each day by 80 per cent –
Over the years, as the department grew, new space
saving huge amounts of both time and energy. All in
was found in two buildings separated by the main
all, the time taken to process samples for endocrinology
hospital corridor, upstairs and downstairs, in
and haematinics could be cut from between 24 and
a number of separate rooms. And as new machines
30 hours to between two and three hours.
were purchased, they were placed wherever room
could be found: some on the ground floor on one
side of the corridor, others on the first floor on the
other side. Staff stored work before making the
What’s more, the same amount of work could be

done with fewer staff (who are being redeployed to
more productive activities), and the actual amount
of space used by the department could be reduced
by 50 per cent. This had further knock-on benefits
for the blood transfusion department. Before,
the department was located at the end of a long
corridor which staff had to walk up and down in
order to collect or deliver blood products. Now it
could be moved closer to the wards, saving even
more time and energy.
Figure 1 shows a ‘spaghetti diagram’ like the
It is certain that Bolton’s pathology department one drawn up at Bolton Hospital’s pathology
is typical of every healthcare system around the department. Spaghetti diagrams highlight
developed world and the improvements can be wasted journeys and effort. This example is from
replicated across the entire NHS. a Wirral Hospital analysis of its day care unit.
Figure 1. Analysis of day care unit, Wirral Hospital
Discharge
Theatre 6 Theatre 1 Bay Bay
lounge
W/C
Nurses’ Preparation
Recovery
station lounge
>
W/C
Waiting Changing
Key: area room
Patient’s journey
Nurse’s journey
Doctor’s journey Entrance Reception
>
The benefits of Lean
Flinders Medical Centre, a medium-sized public The Lean progression
sector teaching hospital in Adelaide, South Australia,

has been implementing Lean principles for just over
two and a half years. What Lean is not
Professor David Ben-Tovim, the director of the team

Lean is not mean
responsible for redesigning care at the hospital,
reports the following results: “We have found that
One of the key principles of the Toyota system
we can do 15 to 20 per cent more work, offer a safer
on which Lean is based is respect for people
service, on the same budget, using the same
and society. Lean is not about headcount
infrastructure, staff and technology. Everything has
reductions. It is about being able to do more –
improved: cost, quality, delivery, service – and staff
improve patient care – with existing resources.
morale.”
Lean often means the same things can be
achieved using fewer people. This means people
Before introducing Lean, Flinders was close to
and resources can be redeployed to create
meltdown. David Ben-Tovim said: “We found
even more value. The purpose of Lean is not
ourselves struggling with an absolutely critical
to make staff redundant. It is to deliver better
problem delivering safe care. Our emergency
healthcare at lower overall cost.
department was so congested that it was an unsafe
place to be. Patients were waiting an unacceptably
long time to see a doctor, and we had a worrying Typically, implementation of Lean principles brings
increase in really serious adverse events. four waves of benefit:
“We hadn’t been sitting on our hands. We had tried • improved quality and safety – fewer mistakes,
everything that was common practice for dealing accidents and errors, resulting in better patient care
with this kind of problem. But nothing had a big • improved delivery – better work gets done sooner
enough effect to really help us out.”
• improved throughput – the same people, using
Before, “we simply did not have any sense of being in the same equipment, find they are capable of
control”, says Professor Ben-Tovim. “Now the institution achieving much more
as a whole is much more optimistic. This year, it is • accelerating momentum – a stable working
coming in below its budgeted costs. So, for the first environment with clear, standardised procedures
time in years, it is able to invest some of this surplus creates the foundations for constant improvement.
in much-needed equipment. At the same time,
gross errors are being squeezed out of the system. There is another benefit that comes with each wave.
For example, the number of notifications [where Staff morale improves. “What makes Lean so
the hospital is sued for errors that cause death or powerful”, says David Fillingham, chief executive of
disability] has fallen dramatically from 87 when Bolton NHS Trust, “is that it engages the enthusiasm
we started to 32 last year. And many of these of front-line staff.”
notifications are coming from areas of the hospital
we haven’t reached with Lean yet.” Flinders and Bolton are still at the beginning of their
journeys. But both are now convinced Lean can save
healthcare. But why? And how?
Why Lean works
Why does Lean work? The answer is simple. Lean to dehydration. The problem is exacerbated because
tackles the heart of the matter: how the organisation’s patients are scattered around the hospital (fitted into
work gets done. whatever bed has become available), with orthopaedic
consultants focusing on one problem, medical staff
The Lean insight is that when it comes to work, focusing on the other problems, and not enough
there are countless different ways for organisations communication between them.
to fritter away time, energy and resources doing
things that don’t add value for the customer – in our
case, the patient. It is very easy for layer upon layer Unnecessary work keeps on
of these waste-causing activities to accumulate, being created
until a very high proportion of everything the
organisation does is non-value adding rather than Because a new machine has been placed where a
value-adding. Eventually this suffocates its potential. place can be found for it, every time staff want to
use it they have to make an extra journey. Because
Let’s look at how things often go wrong. there is no clear system for bed allocations, staff
have to keep on phoning, again and again, to see if
they have got a slot for a patient. Because there isn’t
Things are hard to see a standard approach to treating a particular ailment
or condition, doctors order tests which, strictly
When errors are investigated – for example drug speaking, aren’t necessary. Because nurses don’t
errors resulting from similar products with similar have the right materials or information available at
labels being stored next to each other – it is the right place at the right time, they spend a large
generally discovered that similar mistakes have been portion of their day tracking things down rather
made many times before, and that many, many than actually doing nursing.
times before staff have come close to making such
a mistake – and avoided it only by a last-minute Once work is looked at through Lean eyes, it becomes
check. It has taken a national intervention to take clear that people often do more unnecessary work
the apparently simple step of ensuring that drugs than necessary work: they are having to work very
were packaged, labelled and stored in such a way hard just to get into a position where they can do
that mistakes became almost impossible to make their jobs.
in the first place. And until the development of the
National Patient Safety Agency there wasn’t a national
system in place for people to raise issues like these. Processes are not joined up
A test is not ready for when the consultant does

Responsibilities are not clear his rounds so a decision is delayed and a patient
remains in a bed that could be used for someone
Too many older patients with fractured hips end up else. A patient is being readied for discharge but
suffering from dehydration. Why? Because, very often, social services have not liaised with voluntary services,
they also have a heart, lung or other medical condition or an ambulance hasn’t been ordered, so the
which is only discovered when they are being discharge falls through. ‘Disconnects’ like these are
prepared for surgery, causing the operation to be common in hospitals which, like many organisations,
delayed. But because the patient has been fasting in are organised around departmental silos.
preparation for the operation, they are more prone
Figure 2. Process complexity and likelihood of error

Probability of success, each process step
Number of process steps
0.95 0.99 0.999
1 0.95 0.99 0.999
25 0.28 0.78 0.98
50 0.08 0.61 0.95
Disconnects are also compounded by cultures pharmacy to label products better. So the cause of
of expertise where specialists create islands of the problem never gets addressed.
excellence at what they actually do, but everything
else is invisible to them. In fact, in the NHS today,
nobody ever sees the end-to-end patient journey Things get compounded
from admission through to discharge (except for
patients themselves); it is no-one’s job to manage A basic lack of visibility, confused responsibilities,
this journey as a whole. So disconnects are almost unnecessary work, disconnects, extra work-arounds:
built in to how the system operates. they all add up and tangle with one another. And
the more complex things become, the greater the
chance of errors that undermines quality and/or
Inappropriate measures and targets threaten safety. For example, if there is a 5 per cent
chance of making a mistake for each step in a series
Many accounting measures such as unit cost and of tasks, and if there are 50 steps, the chance of getting
asset utilisation focus on just one isolated part of a them all right is less than 10 per cent (see Figure 2).
complex process. Subsequent attempts to improve Many NHS processes involve hundreds of steps, so
efficiency and productivity simply pass costs on to what chance is there for an error-free outcome?
another department rather than improving the
efficiency of the process as a whole. For example,
a buyer buys bulk supplies to qualify for a volume Frustration dissipates energy
discount, which reduces unit costs. But because the
supplies are not needed immediately, cash is tied up Because the quality of the organisation’s core
in inventory and extra time and money has to be processes is poor, mistakes are made and the
spent storing the excess stock, accessing it etc. organisation gets sucked into endless fire-fighting.
A blaming culture can take root. More and more
of the organisation’s resources are dissipated
Problems are not resolved working around, rather than resolving, its underlying
problems. Staff want to do a good job, but the
When things go wrong, it creates extra pressure to system doesn’t let them.
‘get the job done’, whereas, invariably, getting to
the root of the problem takes extra time and effort
and usually requires the co-operation of some other
party. The nurse cannot tell drug companies or the
The Lean opportunity The time spent actually treating the patient was 100
minutes. The total time actually required to deliver
Lean brings two things to the party. First, it turns a this treatment was 610 minutes on the part of the
big problem into a huge opportunity. From a Lean patient, and 330 minutes on the part of the hospital.
perspective about 95 per cent of everything most But the whole process took 31 weeks, most of which
organisations do is not value adding. Some of these was spent waiting or doing work not directly related
activities are very hard to eliminate. (Paying invoices to the treatment. Wirral Hospital is not an exception.
doesn’t directly improve patient care, for example, It is pretty typical. Just imagine if all this wasted
but it has to be done.) On the other hand, many time, effort and resource was released to add new
of these non-value-adding activities are avoidable. value instead!
Take this example from the Wirral Hospital (see Figure 3. A high-level value stream mapping
Figure 3) which shows the results of a value stream exercise charts the time taken by each main
mapping exercise. party in the treatment process at each step,
and between each step. Like most organisations,
The chart depicts the steps taken by the GP, hospital, there is no one in the NHS responsible for
hospital administration, support services and the managing and improving such processes
patient himself, in order to complete a treatment. from end to end, start to finish.
Figure 3. Time taken in treatment process by each party
For the patient – 6 trips, 100 minutes of value, 610 minutes time, over 31 weeks
Wait
GP
GP visit GP visit
5 th Visit
Booking Outpat. Secretary To come Ops. list Follow up

list list appointment
Hospital
Refer Outpat Pre Op Admission Procedure Discharge Follow up

appt. assess
Test Test Test Test Test
For healthcare – 100 minutes of value, 330 minutes time, over 31 weeks
The second thing Lean contributes is a set of

principles and tools to disentangle the various forms What Lean is not
of waste and tackle their root causes. Used
separately, these tools are helpful. Used together, in Lean is not cost-cutting
a planned, disciplined and co-ordinated way, they
can chip away at accumulated layers of waste to Every organisation incurs two types of cost:
release the organisation’s real potential.
• costs that deliver value to customers or
Here is a selection of these tools and approaches: patients. These costs are good and are to be
encouraged. They result in the value that
• focus on improving the end-to-end process people pay for either directly or through
• where things are hard to see, make them as visible their taxes.
as possible so that everyone can see when and if • costs that are incurred but don’t end up
there is a problem delivering value to customers or patients.
• where responsibilities are not clear, create detailed, These costs are waste. Lean is about eliminating
standardised processes to avoid error, ambiguity the waste and improving flow, to improve
and confusion – and as a springboard for the proportion of good costs to bad.
improvement
Too many cost-cutting exercises fail to
• where there is unnecessary work or waste, discriminate between the two forms of cost,
whether it is in the form of excess inventory, which is why they often end up causing as
excess processing, excess movement of people or much harm as good. One insight of Lean lies
things, waiting and queuing, redesign the work is this distinction between waste and value.
• where problems are not resolved, ferret out their
root cause (‘five whys’). Lean is not the same as
productivity improvements
We have not mentioned targets. Targets can be
useful. They focus the mind. They can motivate Productivity usually means sweating existing
people to work hard. But the point of setting a assets – whether machines or people – harder.
target is not to reach the target come what may (by But working harder at doing the wrong things
squeezing other, non-targeted activities for example, is pointless. Wasting effort more efficiently
or by working the system). The real point is to create is still waste. So Lean is not simply about
a system capable of reaching the targets on an productivity. It is about aligning every bit of
everyday ‘as per usual’ basis. That is what Lean is work that is done up, down, through and
about: creating a continually improving system across the organisation so that the patient
which is capable of achieving more, using less. flows through the process from end to end
with minimal interruptions and with a supply
of skill, expertise, materials and information
that exactly meets demand.
How Lean works
Lean works by restoring the organisation’s work to Then Flinders staff realised that the emergency
its natural rhythm, so the work flows naturally. department was not one, but at least two value
streams:
Imagine a situation where there is a perfect match
• patients who can be treated and discharged more
between supply and demand: say, traffic load of
or less immediately
1,000 vehicles an hour and a two-lane road capable
of carrying exactly this number. How could we mess • patients who need to be admitted into a ward for
this perfect match up? further treatment.
One thing we could do is let slow-moving lorries travel So they decided to separate out, at triage, the two
in both lanes so that they slow down faster-moving groups of patients, literally placing them in different
cars. That’s a surefire way of creating queues and physical locations and treating them in different –
illustrates one of the core insights of Lean: if you mix and more appropriate – ways. Provided there was
two different value streams – that is, sequences of no threat to life or limb, patients deemed ‘likely to
value-adding steps that follow a different logic and go home’ were treated on a first in, first out basis
move at different paces – then they will interfere (thereby simplifying the triage process considerably).
with each other to create the worst of both worlds.
The effects were instant. Average emergency
department waiting times fell 25 per cent (with 70
An example from Flinders per cent of patients going home within four hours).
Also, the numbers leaving the department without
Two years ago, the emergency department at seeing a doctor fell by 41 per cent. Staff felt the
Flinders Medical Centre in Adelaide, South Australia pressure ease.
was bursting at the seams. Around 50,000 patients
were attending Flinders’ emergency department By improving the flow of work through the
every year, some 40 per cent of whom were admitted department they were able to make much better
to hospital, and the complicated triage system it use of its capacity.
was using just couldn’t cope. Under this system
each patient was placed into one of five urgency Many NHS hospitals will be familiar with the Flinders
categories, and each category of patient was approach. See and Treat and the Modernisation
supposed to be seen within a certain time frame. Agency’s Emergency Services Collaborative utilised
Lean principles. So, all those hospitals that have
Managing this system required a great deal of work: been streaming patients through accident and
each patient had to be assessed and allocated a emergency, identifying and eliminating bottlenecks
category and a time slot. It also involved a lot of and improving flow have been adopting Lean
re-work. Every time a new patient came in, he or methods, even though they may not have fully
she had to be slotted into the queue at the right realised it.
place: patients in the less urgent categories were
continually pushed down the queue. In September So that is one way Lean works: by enabling different
2003 more than 1,000 patients waited in the value streams to flow according to their own logic
emergency department for more than eight hours and pace, without interference.
before being treated. At times, there were up to 80
patients waiting in the department.
Connecting the parts better
Returning to the example of the motorway, another Any contact needed between members of staff to
way to clog the traffic flow would be to construct it achieve a task is known as a hand-off and is a source
in different sections with poor connections between of potential delay or error. When Bolton Hospital
them. The NHS is full of such disconnects. We’ve mapped the hand-offs needed to complete a
seen some examples already. A test fails to arrive complex discharge, it discovered more than 250 (see
before a consultant does his round, so treatment Figure 4). The more hand-offs there are, the greater
gets delayed. Liaison with social services and the chance of something going wrong. Then traffic
transport services breaks down, so the patient isn’t comes to a halt when it should be flowing.
discharged as planned.
Figure 4. Steps taken to discharge a patient
Discharge co-ordinator
Patient
Consultant GP
Outpatient Doctor Ambulance
echocardiography Ward clerk
Pharmacy technician X-ray
Audiology Pharmacy
CT scan Medical registrar

Physio
consultant Family
OT
Pathology lab
B4 physio
IT
Senior house doctor
B4 nurse
B4 consultant
Duty social worker Porter
Social worker Outpatient

Priest Bed manager
Registrar Health and safety accident form
Ward clerk B4
Figure 4. Steps taken to discharge a patient

from Bolton hospital – results of a mapping
exercise undertaken by hospital staff.
Earlier, we mentioned the problems often faced by Easing the flow

older patients with fractures: concurrent medical
problems complicate treatment, and patient care Yet another way to clog the motorway is by creating
suffers as specialists fail to communicate and rush hours: shoehorn 3,000 vehicles onto the road
co-ordinate. To tackle this problem, Bolton borrowed in one hour, with hardly any traffic at other times.
a concept straight from Toyota – the work team Artificially induced rush hours are endemic in the
or cell – by creating a special trauma unit with its NHS: in day care when all patients are asked to arrive
own physical space that combines all the skills at 8am even if some of them won’t be treated until
(geriatricians, orthopaedic surgeons, medics and noon; when samples are held back in pathology so
other clinical specialists) needed to care for the that they can be processed in batches; when a
patient in a single team. surgeon conducts many similar operations one after
the other thus flooding wards with a sudden rush
It then created standardised processes for the of patients needing similar treatments, and so on.
hand-offs between each team member so that
issues are identified and addressed as and when People working within the NHS experience daily
they need to be, regardless of who is on duty, on volatility and unpredictability. But most of this
leave or tied up elsewhere. It is too early to be sure volatility is not created by patients but by the way
(statistically speaking), but early indications suggest the NHS itself works. Figure 5 below shows
that post-operative mortality rates for fractured hips variations in accident and elective admissions for
have halved as a result of these changes. a large teaching hospital between February 2002
Figure 5. Variation in elective and emergency admissions

Elective & emergency inpatient admissions February 2002 – January 2003
Elective and emergency inpatient admissions Feb 2002–Jan 2003

Variability emergency admissions
70
Variability elective admissions
60
50
40
30
20
10
0
01/02/02 01/03/02 01/04/02 01/05/02 01/06/02 01/07/02 01/08/02 01/09/02 01/10/02 01/11/02 01/12/02 01/01/03
Elective Emergency
Figure 5: Large teaching hospital: variation in Source: Dr Richard Lendon, Kate Silvester and
elective admissions is twice that of emergency Richard Steyn, Flow across healthcare systems,
admissions. June 2004.
and January 2003. Variation in elective admissions is a few of each type of operation each day. This will
twice as high as emergency admission – a by-product have the effect of reducing waiting times for
of the hospital’s policies, not real patient demand. patients while also reducing pressure on wards.
So Lean works by smoothing demand where it can

be smoothed, and by developing the flexibility to Working to real demand
cope with variability when it is unavoidable. By moving
from batch and queue towards flow – processing Our original motorway was a resource that was
ever smaller volumes ever more frequently – the twin perfectly aligned to demand. But with poor
evils of batch (too much work in some parts of the management of traffic flows (value streams),
system and too little in the others) can be avoided disconnects and rush hours (batch and queue),
and capacity can be used much more efficiently. we still managed to clog it up. Lean solves such
problems by pulling value through the system
Wirral Hospital is currently working on a scheme from end to end as and when it is needed, instead
to increase flow through its surgeries. Instead of of pushing it.
conducting many of the same operations on one
day and many of another type of operation on the If we know that underlying demand is for, say, 100
next day, it plans to move to a system where it does admissions a day, that means we need to discharge
Figure 6. The Lean ideal
Pull at work: every step pulls people and skills, materials and information
towards it, one at a time, as and when needed
Admission Diagnosis Treatment Discharge
Support processes:
Pathology, Radiology, Pharmacy, CSSD, Laundry etc
Figure 6. The Lean ideal: patients are ‘pulled’ and admissions while pulling support processes
through the hospital system at a rate that keeps from support departments, all with zero waiting
pace with demand. Discharge pulls patients time or wasted effort.
from wards, wards pull patients from surgery
100 patients a day, the wards have to be in a position It may – or may not – be true that the NHS needs
to take on 100 patients a day, admission ready to admit more resources or lacks capacity. We cannot know
100 patients, and so on. Lean practitioners call this for sure because of all the disconnects and
‘takt’ time: the amount of time you need to spend blockages that currently undermine its performance.
on each activity if you want to achieve output in line What we do know, however, is that with or without
with demand. Takt time is a way of identifying how extra resource there is a huge amount of untapped
fast work, materials etc should be flowing through potential just waiting to be unleashed.
the system, from department to department, task to
task. This means shifting our thinking from measuring
activity to understanding demand – one is not a Lean and process improvement
proxy for the other.
Lean thinking brings together several strands
Achieving this sort of flow involves revisiting and of process improvement. It starts by defining
redesigning every key process along the way the purpose of the process (value for the
(admissions, surgery, bed management, discharge) customer), then redesigns the process to
and all the interfaces between them. The ultimate deliver this value with minimum wasted time,
aim is to create a pull system where each step of effort and cost. It then organises people and
the process – from discharge backwards – pulls organisations to manage this value delivery
patients towards it as and when it is ready (see process.
Figure 6).
The contributions of quality improvement
initiatives, such as Total Quality and Six Sigma,
Pressure in perspective in measuring the root causes of variance
(using, for instance, statistical process control
Three myths dog the NHS: charts) are essential if activities are to be linked
into a continuous flow. Total Productive
• demand for health services is effectively infinite
Maintenance (TPM) helps improving equipment
• demand for health services is volatile and availability. The Theory of Constraints (TOC)
unpredictable shows how to manage bottlenecks until we
can remove them. Systems dynamics helps
• there is not (and might never be) enough capacity
to understand how to optimise the whole
to keep up with the scale and/or variability of
process (rather than optimising individual
demand. So we have to ration services, and this
activities) over time.
rationing takes the form of queues.
Yes, we could always find new ways to spend more

money on new and better drugs, treatments and
machines. But in reality demand for most health
services is relatively stable and finite (there are only
so many cancer patients, heart patients, diabetics,
accidents and emergencies, etc). And as we’ve seen,
short-term demand is also surprisingly stable – it
falls within predictable ranges.
Core principles
We are now in a position to summarise the Lean the finish – as a single integrated whole. Each step
approach to performance improvement. in the process needs to be designed with an eye to
the effects it has on the steps that precede it and
follow it – so that they all link together seamlessly.
Patient perspective
Under Lean, value is defined solely from the customer’s What Lean is not
perspective – in our case, this will generally be the
patient. Anything that helps treat the patient is Lean is not restructuring
value-adding. Everything else is waste. Lean eliminates
waste and reinvests released resources in value creation. Lean is about changing the work itself, not
about who gives what orders or who reports
to whom. All too often, organisational
Pull restructuring and reorganisation is merely
a displacement activity. If the actual work
To create value we need to provide services in line people do does not change and improve, then
with demand. No less. And no more. Delivering care restructuring is irrelevant. And if restructuring
in line with demand means not producing it to interferes in the way work should be done
meet some other, artificially imposed metric such (as it often does) it is worse than useless.
as a productivity, asset utilisation or unit cost target. Sometimes, organisations need restructuring.
(Performance is a by-product of how the system But the general rule of thumb is that
works and not an end in itself. If we eliminate waste, restructuring should happen after the basic
budgets and targets will be met along the way). work problems have been sorted out, not before.
Delivering services in line with demand also means

all work, materials and information should be pulled
towards the task as and when needed. Not before. Perfection
Not after. Any time spent waiting or queuing is
another form of waste: resources are being used By creating clear, easily seen, standardised processes
up but are idle. we can create a foundation for continuous
improvement, where each new improvement in
the process becomes a platform for the next one.
Flow
Pull leads to flow where each patient is worked with, Ward pull in practice
one unit at a time, and passed on for the next step
of the process without any delay. A preoccupation Moving to flow and enabling pull is often
of Lean is to identify blockages and obstacles that counter-intuitive to traditionally trained managers,
cause delay, and to remove them. who tend to think in terms of push – for example
when a patient is ready for admission in accident
Value streams and emergency they are found a bed. Like many
hospitals, Flinders Hospital in Adelaide used to
For flow to happen we need to design and manage organise bed allocations in this way, with beds
each value stream – each sequence of steps that adds allocated to patients according to an assessment of
value for the patient from the start of the journey to clinical priority – urgent cases were put in any bed
that became vacant. To manage these bed turnover has increased 20 per cent, with the median
allocations, the hospital developed a complex length of stay reduced by one day. At the same
central bed management role. Bed managers were time, there has been greatly improved opportunity
responsible for pushing patients into wards, even if for team work, better communication between
the ward did not specialise in that illness or injury. specialists, and the development of a nurse team
This not only generated conflict and irritation, it skill-base appropriate to the condition.
also created inefficiencies and safety concerns.
For example, clinical teams had to spend increasing
amounts of time and effort travelling to and from as
many as ten different wards – just to see their patients.
Now Flinders has moved to ward pull, where

specialist wards pull appropriate patients towards
them as and when beds become free. To cope with
situations when the best ward is full, much effort
has been put into identifying next best wards for
each category of patient. Figure 7: The effect of ‘ward pull’ on patient
waiting times for beds, Flinders Medical Centre,
The new system means doctors, nurses and Adelaide. Over the six months after ward pull
equipment appropriate to the condition are closer was introduced, the proportion of patients having
to hand more of the time, meaning less travel and to wait longer than 12 hours for a bed fell and
fewer occasions when people or equipment are not the proportion of those waiting for less than
available. The number of outliers (patients in wards four hours rose.
not related to their condition) has halved, patient Source: Flinders Medical Centre
Figure 7. The effect of ward pull on patient waiting times for beds
Surgical Long Waits
Less than 4 hrs to bed Greater than 12 hours Greater than 24 hours
40.00%
Ward Pull
all areas
% patients
Ward Pull
5E & 5C
20.00%
0.00%
3-9 May
10–16 May
17–23 May
24–30 May
31–6 June
7–13 June
14–20 June
21–27 June
28–4 July
5–11 July
12–19 July
20-25 July
26–1 Aug
2–8 Aug
9–15 Aug
16–22 Aug
23–29 Aug
30–5 Sept
6–12 Sept
13–19 Sept
20–26 Sept
27–3 Oct
4–10 Oct
11–17 Oct
18-24 Oct
25-31 Oct
1-7 Nov
8–14 Nov
15–21 Nov
29-5 Dec
6–12 Dec
13–19 Dec
20–26 Dec
27–2 Jan
3-9 Jan
10–16 Jan
17–23 Jan
22–28 Nov
May 2004 – January 2005

Getting started
So, how can hospitals start the journey towards conditions. The difference with Lean is that we focus
Lean? Most Lean initiatives involve three basic steps: not on similar clinical conditions but similar processes.
• identify value streams
As David Ben-Tovim at Flinders puts it: “In a hospital
• map value streams a value stream is the end-to-end process of caring
for a group of patients (a patient-care family) whose
• identify and implement immediate, medium-term
overall care processes have enough in common for
and long-term improvements.
them to be managed together, irrespective of clinical
Let’s touch on each of these in turn. diagnosis or existing professional boundaries: short
things, long things, simple things, complicated things.”
Value streams Seen in this light, the main value streams of a

hospital can be outlined (in extremely simplified
A value stream is all the actions (both value-adding form) as shown in Figure 8. The challenge then is to
and non-value-adding) and associated information map exactly what happens at each step and stage
required to bring a product (in our case, a patient) along the patient journey from admission to discharge,
through the value-adding process from beginning
to end. Figure 8. Value streams group patients together
by similarity of process rather than condition.
In hospitals it is a natural tendency to group patients Similar value streams flow at a similar pace and
by clinical similarity – a lot of useful work has been require similar infrastructure, processes, etc.
done on patient pathways, for example, which Once a value stream has been identified, it can
define the issues and actions we would expect for be worked on, end-to-end, to remove obstacles
different patients, at different times, with different and improve flow.
Figure 8. Different hospital value streams (simplified)
A&E Home
A&E Theatre Short stay

Discharge
Elective Medical Long stay
Elective Outpatient Home (eg outpatient, day surgery)

and to redesign these systems to enable flow – each Because (almost certainly) nobody has ever done
patient moving on to the next stage seamlessly, this before, this mapping process is likely to be a
without any unnecessary work or waiting. No traffic huge eye-opener. All sorts of absurdities, possibilities
lights. No disconnects. No ambiguity or confusion. for error and confusion, blockages and bottlenecks
are revealed for all to see. Figure 9 shows a small
It is often hard to see value streams. A preliminary outline example of process mapping. It takes just
high-level map can provide a big-picture overview one stage on the process – in this case, investigations
that allows the value streams to become visible and tests, and lists every step of work that is currently
(as illustrated in Figure 3). Ideally, all levels of staff done. Amounts of time, distance travelled, materials
should be involved in drawing this big-picture needed and so on can be appended to each
map. Then they will all see the process end to end such step. It quickly becomes obvious that a lot
– probably for the first time. of work is being done without adding much value.
The question is how can we redesign these value
streams to eliminate or reduce non-value-adding
Value stream mapping steps and focus resources on improving patient
flow and value creation?
The next step is to map every action that is currently
taken along a particular value stream – whether
necessary or unnecessary – to get the patient moving
through the system from one stage to another. Who
does what, when, and how long does it take them? Figure 9: Mapping the ‘current state’ of the
What materials or equipment do they need? What process invariably highlights all sorts of activities
information do they use, input or pass on? and procedures that are not necessary, do not
add value or could be redesigned.
Figure 9. Where is the value?
History Examination Working ‘Invests Diagnosis Treatment

diagnosis & tests’ & plan
Rapid improvement events continuous improvement is not possible without

the creation of clear, standardised processes:
This mapping process – and the identification of without standardisation you have no foundation to
improvement opportunities – is normally done by improve on. Indeed, without standardisation any
and with existing staff, so that everybody sees the improvements you make are unlikely to last.
same picture, and the effects of one person’s actions
on others become clear for all to see. It is vital that When Flinders introduced ward pull, for example,
mapping is seen as an exercise in joint discovery the team assumed that, once implemented, the
and understanding, not as an excuse to point fingers system would work automatically. However, only
and blame one another for things that go wrong when clear, standardised processes were put into
(see ‘Involving staff’, page 21). place – a daily bed management meeting including
all wards, an appropriate IT spreadsheet, etc – did
A common next step is to conduct a rapid the system become embedded in ‘the way we work’.
improvement event. These are usually week-long
events which bring together representatives of every Also, continuous improvement is not some abstract
skill and process needed to make a department work ideal or goal. It is what actually happens when
or a task happen, to pool their knowledge and expertise organisations apply Lean principles. Without the
to create an ideal ‘future state’ map – what the process cycle of process improvement, standardisation and
could and should look like if it were working perfectly. waste avoidance (which paves the way for further
improvement and investment), continuous
Rapid improvement events are action-oriented. Their improvement is just an empty slogan. With this
goal is not to plan, but to do. If there are things that cycle, a ratchet effect is created where each new
can be done now – today – staff will break out of their level of attainment becomes the platform or
formal session to go and do it, there and then. To springboard for even further improvement –
move machines, create new work areas, design new to generate accelerating momentum.
hand-offs etc. By the end of the week, many people’s
jobs will have changed significantly. And for ever. It Lean and management consultants
is then up to the team leaders to make sure that the
medium- and long-term changes that could not be
Long experience of Lean teaches us that the
implemented immediately are followed through.
only things that last are the things people do
for themselves.
Continuous improvement
To get started on a Lean journey, you may
need to employ management consultants
The point of rapid improvement events is not simply
who have experience of what to do and how.
to make rapid improvements, however. The real aim
But Lean is not, and should not become,
is to create a culture of continuous improvement.
a consultants’ gravy train. Any group of well
Some institutions, like Flinders, have formed
motivated hospital staff members can
improvement teams to learn about Lean and pass
understand the principles of Lean. So the
their learning on by working with other staff
purpose of bringing in consultants is not to
members on specific projects.
get the consultants’ help in solving a particular
problem. It is for them to teach staff how to
Continuous improvement is now a catch-phrase that
solve their problems by themselves.
has become widely misunderstood. For example,
Involving staff
To succeed Lean needs to clear a crucial hurdle. An “You need to create a shared, joint view of what is
almost inevitable result of Lean initiatives is that going on,” says David Ben-Tovim at Flinders. “This is
fewer people are needed to achieve the same (or very important because, for example, in hospitals
more) results. So, potentially, people could lose their doctors find it hard to listen to anyone else. If they
jobs. What’s more, the changes made in Lean want to, doctors can stop things from happening.
improvement projects can happen unsettlingly And we need them on board.”
quickly: once a Rapid Improvement Event is under
way, working practices that have been ‘the way we A third lesson is that people’s pride and dignity need
do things around here’ for years can be swept away to be protected when collecting information about
within a week. So feathers will get ruffled. what actually happens – because invariably
it will throw up practices which, when seen in the
Yet, for Lean to work, it needs the active, enthusiastic cold light of day, look stupid. That makes the
cooperation of staff: it will never happen by order underlying Lean message all the more important:
of the management. Indeed, because Lean is about any problems that are uncovered are not the fault
changing the way people work, the most important of the individual but the system.
people in any Lean exercise are not managers,
consultants or any other form of expert, but the Says Ben-Tovim: “We work hard to make sure that
people who know this work inside out: staff themselves. everybody’s voice is heard, that there is no hierarchy,
that there is no culture of blame, and that people go
So how can this circle of apparent threats to job away feeling listened to. It has to be about respect.
security and the need for staff involvement be Our basic assumption is that people want to do a
squared? The lesson from long experience is that good job and that we have been making it impossible
Lean initiatives rarely succeed unless continuity of for them to do a good job. We use humour, for
staff employment is guaranteed in advance. That is example, because it is very important to make people
why implementation of Lean has to be separated feel OK about having their deficiencies exposed.”
explicitly from short-term, end-of-year budget
balancing crisis measures. Lean may be a way of The upside is this: once these foundations – jobs not
avoiding crises like these in the future. But it is not a threatened, involvement at all levels, respect for
magic wand to wave once the organisation is facing people – are in place, Lean initiatives can unleash
one, (although it was the impetus that set Flinders waves of enthusiasm. “When we started out, some
on its journey.) people were very sceptical,” says Bolton chief
executive David Fillingham. “But I’ve never seen
A second lesson is that all levels of staff must be anything that energises staff in this way.”
involved, from porter to consultant surgeon, from
ward assistant to top-ranking administrator. While Three secrets of successful
every individual staff member knows more about his implementation
or her particular job than anyone else, most people’s
in-depth understanding stops there. No matter how
clever, expert or professional they are, they do not 1 No redundancies as a result of Lean exercises.
know or understand the work other people do and
will not see how the parts fit together to make the 2 Involve staff from all levels. They are the
whole. By involving staff at every level, across every experts. They will make it happen.
function and department, Lean exercises help
everybody see how the complete ‘value stream’ 3 Show and practice respect for people.
works from end to end, and where the waste is.
The Lean journey
We started out in this report talking about Lean is the way forward for health for four reasons,
improvements now being made in one small part of argues David Fillingham:
one hospital: the pathology department at Bolton.
• it provides an overall philosophy and a way of
A 70 per cent reduction in the number of steps
setting priorities.
needed to complete most tasks; a 40 per cent
reduction in the floor space needed; up to 90 per • it has a body of evidence-based tools and
cent reductions in the times taken to do its job – all techniques.
achieved with less, not more, staff and with limited
• there is a vibrant Lean community willing to share
capital investment (mostly building works to knock
experience and expertise.
a few walls down). Just imagine if similar results
were achieved across the whole NHS! • it focuses on safety and quality from the patient’s
perspective but enables these to be delivered at
As we saw with the Bolton pathology example this lower cost.
is impossible unless every step of the patient
journey is tackled in a similar way. In fact, there are The potential for continuous improvement is
at least three levels of Lean implementation: therefore genuinely huge: so far, we have barely
scratched the surface.
1 All the points in the patient journeys can be
redesigned to make sure they connect, to
improve the process as a whole from end to end:
admission through diagnosis and treatment to
discharge. This requires that every step of patient
care, and every support process, goes through
the process of value-stream mapping and redesign.
Lean practitioners call this ‘system kaizen’.
2 Lean approaches can be used to reorganise

the way a particular task is done or a particular
department works, (for example, Bolton pathology
department). Lean practitioners call this ‘point
kaizen’.
3 Lean principles can be used to guide strategic

decisions such as investment in future capacity
and to redesign the way the system itself works.
For example, in this report we have only talked
about hospitals. We have not talked about
primary care. We have not even mentioned
fundamental questions such as ‘should the
patient be treated in a hospital in the first place?
Or would it be much better if they were treated in
some local facility, or even at home?’
Conclusion
The Lean message is 100 per cent positive. Lean can

improve safety and quality, improve staff morale and
reduce costs – all at the same time. By freeing
human potential it can add value to patient care
and improve quality, and create a virtuous circle
rather than perpetuating vicious ones.
But Lean won’t just happen on its own. It needs

leadership and leaders. People willing and able to
gather colleagues around them, find out how to
do it and win senior management support. It needs
managers with the vision to give staff licence to
experiment.
Pioneers at places like Flinders, Bolton and Wirral

have already learned a lot about implementing
Lean, which they are willing to share. Many more in
the Lean Healthcare Network have begun their own
journeys. But in each case, progress happened
because of a few people who were prepared to
lead the charge. What about your organisation?
Who is leading the charge in your organisation?
How about you?
Where to learn more
If you want to learn more, we recommend you get The Lean Enterprise Academy is a non-profit
involved with the Lean Healthcare Network in the education and research organisation dedicated
UK. Find out more at www.leanhealthcare.org.uk. to spreading Lean thinking across every sector.
It is part of the Lean Global Network of institutes
There is a rich store of materials from a number of in 13 countries across the globe.
sources, including:
For full details of its activities and the Global Network,
Lean Enterprise Academy, UK www.leanuk.org go to www.leanuk.org or contact us at:
Lean Enterprise Institute, USA www.lean.org +44 1600 890590 and fax +44 1600 890540
Lean Enterprise Australia www.lean.org.au The Old Vicarage, Goodrich, near Ross-on-Wye,
Institute for Healthcare Improvement, USA Herefordshire HR9 6JE
www.ihi.org
Osprey Clinical Systems Engineering Programme, UK
www.steyn.org.uk
Bolton Hospitals NHS Trust
www.boltonhospitals.nhs.uk
Wirral Hospitals NHS Trust www.whnt.nhs.uk
Flinders Medical Centre Redesigning
Care Programme
www.flinders.sa.gov.au/redesigningcare
Future Healthcare Network www.fhn.org.uk
Good books on Lean, available through the Lean

Enterprise Academy at www.leanuk.org, Amazon
and good booksellers, include:
The machine that changed the world, by James
Womack and Daniel Jones
The original story of Lean in the auto industry
Lean thinking, by James Womack and Daniel Jones
The Lean principles and action path for manufacturers
Lean solutions, by James Womack and Daniel Jones
Lean for service delivery organisations and healthcare
The Toyota way, by Jeff Liker
Recent description of Toyota’s business system
Learning to see, by John Shook and Mike Rother
The action guide to value-stream mapping
Breaking through to flow, by Ian Glenday
The action guide to creating the conditions for flow
The gold mine, by Freddy and Michael Balle
A Lean novel charting a Lean transformation
Acknowledgements
This report was written by:
Daniel Jones and Alan Mitchell,

Lean Enterprise Academy UK
with
David Ben-Tovim, Flinders Medical Centre, Australia
David Fillingham, Bolton Hospitals NHS Trust, UK
Carol Makin, Wirral NHS Trust, UK
Kate Silvester, National Osprey Coach, UK
David Brunt, Lean Enterprise Academy, UK
Ian Glenday, Lean Enterprise Academy, UK
Versions of this report are available that provide

greater accessibility for those with a visual
impairment. For more information please contact
our publications team on 0870 444 5841.
Lean thinking for the NHS Lean Enterprise
Academy UK
Although the NHS has made significant progress in the describe how Lean can also be applied to healthcare.
past few years, some have expressed concerns that even They explain how Lean can be used to build on much of
greater changes have not been achieved. Certainly the the work already undertaken in the NHS to improve the
NHS still faces major challenges, and increasing public patient’s journey. Far from being a management fad,
and political pressure to deliver. However, some of the Lean is described here as a tried and tested approach,
problems the NHS faces – financial problems, safety as applicable to healthcare as commerce. It takes time
concerns and skill shortages, for example, are common to embed; while it will not provide a quick fix for all the
to many industries. NHS’ ills, it promises to deliver significant improvements
over the medium- to long-term.
The concept of Lean was developed for Toyota and has
since been used extensively in manufacturing, project Lean thinking for the NHS will be required reading for
management, and product and service development. In NHS boards and all those working with them to ensure
this NHS Confederation Leading edge report the authors the NHS is effectively run.
The NHS Confederation’s Leading edge publications are designed to stimulate debate
Lean thinking for the NHS is the second in a series of Leading edge reports commissioned by
the NHS Confederation, offering leading thinkers the opportunity to propose new solutions
to major issues facing the NHS.
Further copies can be obtained from: the voice of NHS leadership
NHS Confederation Distribution

The NHS Confederation
Tel 0870 444 5841 Fax 0870 444 5842 29 Bressenden Place, London SW1E 5DD
Or visit www.nhsconfed.org/publications Tel 020 7074 3200 Fax 020 7074 3201
£15
www.nhsconfed.org
ISBN 1 85947 127 7
BOK 56701 Registered charity no. 1090329

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an NHS Confederation leading edge report

Lean thinking for the NHS

A report commissioned by the NHS Confederation

The NHS Confederation brings together the

For more information on our work, please contact:

The need for change 3

The beneﬁts of Lean 6

Why Lean works 7

How Lean works 11

The Lean journey 22

Where to learn more 24

The need for change

So, bearing these points in mind, what is so special

What’s more, the same amount of work could be

Figure 1. Analysis of day care unit, Wirral Hospital

The beneﬁts of Lean

Flinders Medical Centre, a medium-sized public The Lean progression

sector teaching hospital in Adelaide, South Australia,

Professor David Ben-Tovim, the director of the team

Why Lean works

A test is not ready for when the consultant does

Figure 2. Process complexity and likelihood of error

Figure 3. Time taken in treatment process by each party

Booking Outpat. Secretary To come Ops. list Follow up

Refer Outpat Pre Op Admission Procedure Discharge Follow up

Test Test Test Test Test

The second thing Lean contributes is a set of

How Lean works

Connecting the parts better

Figure 4. Steps taken to discharge a patient

CT scan Medical registrar

Social worker Outpatient

Figure 4. Steps taken to discharge a patient

Earlier, we mentioned the problems often faced by Easing the flow

Figure 5. Variation in elective and emergency admissions

Elective and emergency inpatient admissions Feb 2002–Jan 2003

So Lean works by smoothing demand where it can

Figure 6. The Lean ideal

Admission Diagnosis Treatment Discharge

Yes, we could always ﬁnd new ways to spend more

Delivering services in line with demand also means

Now Flinders has moved to ward pull, where

May 2004 – January 2005

Value streams Seen in this light, the main value streams of a

Figure 8. Different hospital value streams (simplified)

A&E Theatre Short stay

Elective Outpatient Home (eg outpatient, day surgery)

Figure 9. Where is the value?

History Examination Working ‘Invests Diagnosis Treatment

Rapid improvement events continuous improvement is not possible without

The Lean journey

2 Lean approaches can be used to reorganise

3 Lean principles can be used to guide strategic

The Lean message is 100 per cent positive. Lean can

But Lean won’t just happen on its own. It needs

Pioneers at places like Flinders, Bolton and Wirral

Where to learn more

It is part of the Lean Global Network of institutes

Lean Enterprise Academy, UK www.leanuk.org go to www.leanuk.org or contact us at:

Institute for Healthcare Improvement, USA Herefordshire HR9 6JE