Case studies

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    string(15) "Lean Healthcare"
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    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
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    string(24) "Lean Product Development"
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    string(1553) "This is another new frontier for lean thinking, not because lean efforts in engineering have only begun recently but because it wasn’t until the last few years that a systematic attempt to codify these techniques has been made. These techniques and ideas are loosely brought together under the concept of Lean Product and Process Development (LPPD).

At a time when innovation is the biggest factor behind the success or failure of an organization, finding ways to speed up the development of new products and to ensure these products correspond to actual customer needs is of the utmost importance.

At its core, Lean Product and Process Development aims to create the exact product that people want. And it is clear that developing better products reaching the market faster means profitability into the future. In general terms, lean product development achieves this by creating reusable knowledge that can be used in future iterations of a product and by deployment set-based concurrent engineering (which entails considering sets of designs at once to quickly eliminate inferior solutions, thus shortening development times). It is also useful to integrate the work of engineers with that of the manufacturing department, so that shop floor receives a well-researched, mistake-proof product that is ready for production without the need for extensive and expensive rework.

Interesting contamination exists here with improvement approaches like Lean Startup and Design for Manufacturing."
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