A better kind of change


While laboratories bog down in various quality initiatives, Simon Caulkin describes massive efficiency and outcome improvements that have been shown in a stroke unit.  He thinks savings of over 20% could be made on the wards.

Was this acheived by demanding savings, appointing more managers, changing everything again, and increasing record-keeping?  Of course not.  It was done by analysing demand from the patient’s point of view, not an inspector’s, and redesigning the work to meet it.

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This entry was posted in Bureaucracy, Economics, Medicine, NHS and tagged , , . Bookmark the permalink.

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