Lean thinking strategy in surgical assessment units in English hospitals
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Division of Physiology, Faculty of Health, Birmingham City University, 704 Baker Building, Franchise Street, Perry Barr, Birmingham B42 2SU, UK
Division of Health Policy & Public Health, Department of Community Health and Social Work, Faculty of Health, 713 Baker Building, Birmingham B42 2SU, UK
Corresponding author
Ross Cooper   

Division of Physiology, Faculty of Health, Birmingham City University, 704 Baker Building, Franchise Street, Perry Barr, Birmingham B42 2SU, UK.
J Pre Clin Clin Res. 2008;2(2):106-109
Hospital wards in the National Health Service (NHS) are sometimes beset with numerous problems including long waiting times and perceived unhelpfulness of staff. Cash wastage occurs in departments that are overstaffed and swamped with paperwork. Lean thinking may be the way forward for improving working efficiency and driving change towards the enhancement of services. We propose unique models of whole-system thinking of the principal operations in surgical assessment practice, and the desired innovative care parameters with examples of nephrourologic units. We suggest a strategic innovative approach using an eight-R approach: responsiveness, reliability, resources, respect, relationships, responsibilities, roles and reassurance. Our proposed model aims to manage the realisation of lean benefits of renal care in a disciplined and systematic manner, which is just as important for any other aspect of a hospital care business.
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