Can lean thinking transform American health care?

Annals of Emergency Medicine

Volumn 57, Issue 3, 2011, Pages 279-281

  Dart, Richard C ^a,b  

^a ROCKY MOUNTAIN POISON AND DRUG CENTER   (United States)

^b UNIVERSITY OF COLORADO SCHOOL OF MEDICINE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

DEEP VEIN THROMBOSIS; EDITORIAL; EMERGENCY MEDICINE; EMERGENCY WARD; HEALTH CARE; HEALTH CARE QUALITY; HEALTH CARE SYSTEM; HUMAN; INDUSTRY; LUNG EMBOLISM; PRACTICE GUIDELINE; PRIMARY MEDICAL CARE; PRIORITY JOURNAL; UNITED STATES;

DELIVERY OF HEALTH CARE; EMERGENCY SERVICE, HOSPITAL; HUMANS; QUALITY OF HEALTH CARE; UNITED STATES;

EID: 79952040948     PISSN: 01960644     EISSN: 10976760     Source Type: Journal    
DOI: 10.1016/j.annemergmed.2010.11.027     Document Type: Editorial

References (5)

1. Holden R. Lean thinking in emergency departments: a critical review. Ann Emerg Med. 2011; in press.
2. Womack JP, Jones DT. Lean Thinking. New York, NY: Simon & Schuster; 1996.
3. Agency for Healthcare Research and Quality. Managing and Evaluating Rapid-Cycle Process Improvements as Vehicles for Hospital System Redesign. Rockville, MD: Agency for Healthcare Research and Quality; 2007. AHRQ Publication No. 07-0074-EF. Available at: http://www.ahrq.gov/qual/rapidcycle/. Accessed December 7, 2010.
4. Agency for Healthcare Research and Quality. A tookit for redesign in health care: final report. Available at: http://www.ahrq.gov/qual/toolkit. Accessed December 7, 2010.
5. Meyer H. Life in the "Lean" lane: performance improvement at Denver Health. Health Affairs. 2010;29:2054-2060.