The DOI matches its Crossref record; 8 of the 10 references it cites were found in a registry or an index.
Redesigning care at the Flinders Medical Centre: clinical process redesign using “Lean thinking.”
Abstract
*The Flinders Medical Centre (FMC) Redesigning Care program began in November 2003; it is a hospital-wide process improvement program applying an approach called "lean thinking" (developed in the manufacturing sector) to health care. *To date, the FMC has involved hundreds of staff from all areas of the hospital in a wide variety of process redesign activities. *The initial focus of the program was on improving the flow of patients through the emergency department, but the program quickly spread to involve the redesign of managing medical and surgical patients throughout the hospital, and to improving major support services. *The program has fallen into three main phases, each of which is described in this article: "getting the knowledge"; "stabilising high-volume flows"; and "standardising and sustaining". *Results to date show that the Redesigning Care program has enabled the hospital to provide safer and more accessible care during a period of growth in demand.
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“Patient safety changes were only measured in one study, and even then only indirectly [71].”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [71]
In the citing paper
“Three studies [69, 82, 83] combined Lean with Six Sigma, a quality improvement method based on minimizing variability, while another also “borrowed from many other manufacturing philosophies” [71].”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [71]
Citations
Cites
Lean Thinking—Banish Waste and Create Wealth in your Corporation
Womack, J. P., & Jones, D. T. (1997) · Journal of the Operational Research Society · doi:10.1057/palgrave.jors.2600967 · Cited by 2,122
Developing and Testing Changes in Delivery of Care
Berwick, D. M. (1998) · Annals of Internal Medicine · doi:10.7326/0003-4819-128-8-199804150-00009 · Cited by 528
Redesigning emergency department patient flows: application of Lean thinking to health care
King, D. L., Ben‐Tovim, D. I., & Bassham, J. (2006) · Emergency Medicine Australasia · doi:10.1111/j.1742-6723.2006.00872.x · Cited by 279
Self-citationLean thinking across a hospital: redesigning care at the Flinders Medical Centre
Ben-Tovim, D. I., Bassham, J. E., Bolch, D., Martin, M. A., Dougherty, M. L., & Szwarcbord, M. G. (2007) · Australian Health Review · doi:10.1071/ah070010 · Cited by 203
Self-citationPatient journeys: the process of clinical redesign
Ben-Tovim, D. I., Dougherty, M. L., O’Connell, T. J., & McGrath, K. M. (2008) · The Medical Journal of Australia · doi:10.5694/j.1326-5377.2008.tb01668.x · Cited by 149
Self-citationUse of emergency observation and assessment wards: a systematic literature review
Cooke, M. W. (2003) · Emergency Medicine Journal · doi:10.1136/emj.20.2.138 · Cited by 146
Chapman, C. D. (2005) · Quality progress · Cited by 61
The Victorian emergency department collaboration
BARTLETT, J., Cameron, P. A., & CISERA, M. (2002) · International Journal for Quality in Health Care · doi:10.1093/intqhc/14.6.463 · Cited by 29
Research works printed but not linked: 1
- UK National Health Service Modernisation Agency, 2004, Ten high impact changes for service improvement and delivery: a guide for NHS leaders
Cited by
Sorted by citations
Lean in healthcare: A comprehensive review
D’Andreamatteo, A., Ianni, L., Lega, F., & Sargiacomo, M. (2015) · Health Policy · doi:10.1016/j.healthpol.2015.02.002 · Cited by 661
Lean Thinking in Emergency Departments: A Critical Review
Holden, R. J. (2011) · Annals of Emergency Medicine · doi:10.1016/j.annemergmed.2010.08.001 · Cited by 516
The Current State of Lean Implementation in Health Care
Poksinska, B. B. (2010) · Quality Management in Health Care · doi:10.1097/qmh.0b013e3181fa07bb · Cited by 366
Assessing the Evidence of Six Sigma and Lean in the Health Care Industry
DelliFraine, J. L., Langabeer, J. R., & Nembhard, I. M. (2010) · Quality Management in Health Care · doi:10.1097/qmh.0b013e3181eb140e · Cited by 301
Lean in healthcare from employees’ perspectives
Drotz, E., & Poksinska, B. B. (2014) · Journal of Health Organization and Management · doi:10.1108/jhom-03-2013-0066 · Cited by 286
Metadata
- Authors
- Ben‐Tovim, D. I., Bassham, J. E., Bennett, D. M., Dougherty, M. L., Martin, M. A., O’Neill, S. J., Sincock, J. L., & Szwarcbord, M. G.
- Affiliations
- Flinders Medical Centre, Adelaide, SA.
- Flinders Medical Centre (AU)
- University of South Australia (AU)
- Venue
- Medical Journal of Australia
- Publisher
- AMPCo
- Published
- 2008-03
- Volume
- 188
- Issue
- S6
- Pages
- S27-31
- ISSN
- 0025-729X (ISSN-L)
- 1326-5377
- OpenAlex
- W2168133647
- Cited by
- 139
- References
- 10
- Citations by year
- 2026: 2 · 2025: 2 · 2024: 3 · 2023: 4 · 2022: 3 · 2021: 8 · 2020: 5 · 2019: 6 · 2018: 11 · 2017: 3 · 2016: 9 · 2015: 16 · 2014: 13 · 2013: 10 · 2012: 11
- FWCI
- 24.15
- Type
- journal article
- Language
- en
- Open access
- closed
- Licence
- Locations
- The Medical Journal of Australia (publishedVersion)
- PubMed (publishedVersion)
- Topics
- Health Sciences › Medicine › Public Health, Environmental and Occupational Health › Healthcare Quality and Management
- Social Sciences › Decision Sciences › Management Science and Operations Research › Healthcare Operations and Scheduling Optimization
- Health Sciences › Medicine › Emergency Medicine › Emergency and Acute Care Studies
- Keywords
- lean thinking, hospital process improvement, emergency department patient flow, patient flow, standardization of care, patient safety
- MeSH terms
- Academic Medical Centers, Appointments and Schedules, Health Services Accessibility, Health Services Needs and Demand, Hospitalization, Humans, New South Wales, Organizational Innovation, Patient Care Planning, Patient Care Team
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