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.

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

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