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This book takes the reader through the process to plan, deliver,
and follow-up a weeklong Lean Quality Improvement event, usually
termed a ‘Rapid Improvement Event’ or ‘Rapid Process
Improvement Workshop (RPIW).’ Drawing on the experience of
conducting over 100 of these workshops, the book gives readers the
information to plan and run their own event. It describes how RPIWs
fit in to wider improvement processes and how the reader can
maximize these processes in their own organization These weeklong
improvement events are popular in health and social care, but there
are no textbooks available to support them. There are several books
that describe the use of shorter Kaizen events in health care, but
none that describe the process of delivering weeklong events. The
events have a rhythm specific to the one-week format, and the book
seeks to help people to make use of best practice and to avoid
common problems. Based on the experiences of the authors, this book
includes an introduction to Lean concepts linked to the relevant
part of the process description; examples and templates of forms
that can be used in workshops; and photographs of actual events.
Typically entrenched and systemic, healthcare problems require the
sort of comprehensive solutions that can only be addressed by a
change in culture and a shift in thinking. Organizations around the
world are using Lean to redesign care and improve processes in a
way that achieves and sustains meaningful results for patients,
staff, physicians, and health systems. This book demonstrates how
honest appraisal, intelligent planning, and vigilant follow-up have
led to dramatic improvements in a variety of healthcare settings
across the world. It teaches us how innovative organizations can
find sustainable solutions to seemingly intractable problems by
following a path guided by Lean Thinking. Lean methods may not
solve every healthcare problem, but as these cases prove, changing
a culture rather than personnel results in more effective
sustainable change. This multi-authored book provides expert
descriptions of Lean methods and their application in healthcare,
written by the people who developed and tested the methods in
healthcare settings. Each chapter brings together a description of
the technique or approach, with examples of application in practice
from the author's own practice. Authors use an engaging approach to
their narrative, with examples from their personal experience or
engagement being described to illustrate the practical application
of theoretic approaches. In painting a picture of the environment
in which these tools and techniques have been applied, readers will
understand the transferability to their own workplace environment.
This will be an opportunity to tell real stories of the application
of Lean in healthcare and give readers the opportunity to learn
from people from across the world, on subjects on which they are
acknowledged topic experts, based on day-to-day Lean practice.
This book takes the reader through the process to plan, deliver,
and follow-up a weeklong Lean Quality Improvement event, usually
termed a ‘Rapid Improvement Event’ or ‘Rapid Process
Improvement Workshop (RPIW).’ Drawing on the experience of
conducting over 100 of these workshops, the book gives readers the
information to plan and run their own event. It describes how RPIWs
fit in to wider improvement processes and how the reader can
maximize these processes in their own organization These weeklong
improvement events are popular in health and social care, but there
are no textbooks available to support them. There are several books
that describe the use of shorter Kaizen events in health care, but
none that describe the process of delivering weeklong events. The
events have a rhythm specific to the one-week format, and the book
seeks to help people to make use of best practice and to avoid
common problems. Based on the experiences of the authors, this book
includes an introduction to Lean concepts linked to the relevant
part of the process description; examples and templates of forms
that can be used in workshops; and photographs of actual events.
Typically entrenched and systemic, healthcare problems require the
sort of comprehensive solutions that can only be addressed by a
change in culture and a shift in thinking. Organizations around the
world are using Lean to redesign care and improve processes in a
way that achieves and sustains meaningful results for patients,
staff, physicians, and health systems. This book demonstrates how
honest appraisal, intelligent planning, and vigilant follow-up have
led to dramatic improvements in a variety of healthcare settings
across the world. It teaches us how innovative organizations can
find sustainable solutions to seemingly intractable problems by
following a path guided by Lean Thinking. Lean methods may not
solve every healthcare problem, but as these cases prove, changing
a culture rather than personnel results in more effective
sustainable change. This multi-authored book provides expert
descriptions of Lean methods and their application in healthcare,
written by the people who developed and tested the methods in
healthcare settings. Each chapter brings together a description of
the technique or approach, with examples of application in practice
from the author's own practice. Authors use an engaging approach to
their narrative, with examples from their personal experience or
engagement being described to illustrate the practical application
of theoretic approaches. In painting a picture of the environment
in which these tools and techniques have been applied, readers will
understand the transferability to their own workplace environment.
This will be an opportunity to tell real stories of the application
of Lean in healthcare and give readers the opportunity to learn
from people from across the world, on subjects on which they are
acknowledged topic experts, based on day-to-day Lean practice.
Organizations around the world are using Lean to redesign care and
improve processes in a way that achieves and sustains meaningful
results for patients, staff, physicians, and health systems. This
book systematically describes how NHS Highland uses Lean principles
and mindsets to improve safety, quality, access, and morale while
reducing costs, and increasing capacity. Existing books often
describe the gains obtained by using Lean methods, but often do not
describe the underlying concepts and methods in details. Other
books describe continuous improvement work, or specific techniques
such as daily management in detail. This book seeks to occupy a
middle space by providing an overview of the range of Lean ideas
applicable to healthcare with sufficient examples and cases studies
from NHS Highland and partner organizations so readers can see them
in use and practice.
First published in 1999, Illegal Drug Use in the United Kingdom
provides a comprehensive review of information and interventions
available in drug misuse in order to inform local drug policies. In
keeping with the policy documents in both Scotland and England, the
volume covers the breadth of possible interventions, rather than
health care alone. Separate chapters review educational, policing
and counselling approaches and discuss work with special groups
such as rural drug users, sex workers and club-goers. Although
there are specialist textbooks on all aspects of addiction, this is
the first text-book to bring together information in the framework
used in the policy documents in the UK.
First published in 1999, Illegal Drug Use in the United Kingdom
provides a comprehensive review of information and interventions
available in drug misuse in order to inform local drug policies. In
keeping with the policy documents in both Scotland and England, the
volume covers the breadth of possible interventions, rather than
health care alone. Separate chapters review educational, policing
and counselling approaches and discuss work with special groups
such as rural drug users, sex workers and club-goers. Although
there are specialist textbooks on all aspects of addiction, this is
the first text-book to bring together information in the framework
used in the policy documents in the UK.
Organizations around the world are using Lean to redesign care and
improve processes in a way that achieves and sustains meaningful
results for patients, staff, physicians, and health systems. This
book systematically describes how NHS Highland uses Lean principles
and mindsets to improve safety, quality, access, and morale while
reducing costs, and increasing capacity. Existing books often
describe the gains obtained by using Lean methods, but often do not
describe the underlying concepts and methods in details. Other
books describe continuous improvement work, or specific techniques
such as daily management in detail. This book seeks to occupy a
middle space by providing an overview of the range of Lean ideas
applicable to healthcare with sufficient examples and cases studies
from NHS Highland and partner organizations so readers can see them
in use and practice.
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