Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Chapter 40 - Clinical process redesign and lean thinking
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Summary
Delivery of healthcare is achieved by a multitude of interconnecting processes, delivered by a changing population of staff and using a vast range of ever-evolving technologies. The system of integrating these into the clinical process must develop and change.
The value chain
What is the value chain? Typically, organizations focus on the activities they undertake on behalf of the customer. Analysis of the value chain asks what benefits the customer receives from these activities. For example, a hospital is often focused on whether to invest in the latest diagnostics equipment which may help to refine a diagnosis in a relatively small number of cases, but is probably available at a neighbouring hospital. However, a dominant concern from patient groups is the problem with finding spaces in the hospital car park.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 124 - 127Publisher: Cambridge University PressPrint publication year: 2011