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|Title:||Lean thinking for healthcare.|
Health Care Costs
Quailty of Health Care
Chair of Health Informatics Management, Epworth HealthCare, Victoria, Australia
|Citation:||Wickramasinghe, N., Al-Hakim, L., Gonzalez, C., & Tan, J. (Eds.). (2014). Lean thinking for healthcare. New York, NY: Springer.|
|Series/Report no.:||Healthcare Delivery in the Information Age;|
|Abstract:||A growing, aging population; the rise to epidemic proportions of various chronic diseases; competing, often overlapping medical technologies; and of course, skyrocketing costs compounded by waste and inefficiency - these are just a few of the multifarious challenges currently facing healthcare delivery. An unexpected source of solutions is being imported from the manufacturing sector: lean thinking. "Lean Principles for Healthcare" presents a conceptual framework, management principles, and practical tools for professionals tasked with designing and implementing modern, streamlined healthcare systems or overhauling faulty ones. Focusing on core components such as knowledge management, e-health, patient-centeredness, and collaborative care, chapters illustrate lean concepts in action across specialties (as diverse as nursing, urology, and emergency care) and around the globe. Extended case examples show health systems responding to consumer needs and provider realities with equal efficiency and effectiveness, and improved quality and patient outcomes. Further, contributors tackle the gamut of technological, medical, cultural, and business issues.|
|Affiliated Organisations:||RMIT University, School of Business Information Technolog, Melbourne, VIC, Australia|
University of Southern Queensland, Toowoomba, Australia
Department of Urology, Northwestern University, Chicago, USA
DeGroote School Business, McMaster University, Hamilton, Canada
|Appears in Collections:||Health Informatics|
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