This article explains how the Superintendent Sonographer at Salisbury District General Hospital reduced her waiting lists from 12 weeks to less than 2 weeks using ‘lean’ management methodology. It explains how techniques and analogies from the motor car production industry can be used to concentrate the ultrasound service's efforts on doing routine examinations more efficiently. In addition to reduced waiting lists, implementing lean techniques means that staff morale has improved and they are less likely to have to stay behind at the end of the working day to finish off lists.
Get full access to this article
View all access options for this article.
References
1.
SilvesterK, LendonR, BevanH, SteynR, WalleyP.Reducing waiting timers in the NHS: is lack of capacity the problem?Clinic Manag2004; 12(3):105 & 111.
2.
WomackJ, JonesD.Lean Thinking: banish waste and create wealth in your organisation, New York: Simon and Schuster, 1996.
