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Volumn , Issue , 2015, Pages 310-327

Delivery not departments: A case study of a whole organisation approach to lean implementation across an english hospital

Author keywords

[No Author keywords available]

Indexed keywords


EID: 84942040076     PISSN: None     EISSN: None     Source Type: Book    
DOI: None     Document Type: Chapter
Times cited : (2)

References (35)
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    • The limits of knowledge management for public services modernisation: the case of patient safety and service quality
    • Currie, G., Waring, J. and Finn, R. (2008) 'The limits of knowledge management for public services modernisation: the case of patient safety and service quality'. PublicAdministration, 86: 365-85.
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    • Currie, G.1    Waring, J.2    Finn, R.3
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    • A review for The King's Fund, Retrieved from, accessed 26 March 2015
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    • Hartley, J.1    Benington, J.2
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    • Retrieved from, accessed 26 March 2015
    • King's Fund Commission on Leadership and Management in the NHS (2011) The Future of Leadership and Management in the NHS:No More Heroes. Retrieved from www.kingsfund.org.uk/blog/2011/05/no-more-heroes-lesson-our-future-leaders (accessed 26 March 2015).
    • (2011) The Future of Leadership and Management in the NHS:No More Heroes
  • 17
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    • Leading change: why transformation efforts fail
    • March-April
    • Kotter, J.P. (1995) 'Leading change: why transformation efforts fail'. Harvard Business Review, March-April: 1-10.
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    • The ToyotaWay in services: the case of Lean product development
    • Liker, J.K and Morgan, J.M. (2006) 'The ToyotaWay in services: the case of Lean product development,' Academy of Management Perspectives, 20(2): 5-20.
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  • 19
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    • New development: using lean techniques to reduce radiology waiting times
    • Lodge, A. and Bamford, D. (2008) 'New development: using lean techniques to reduce radiology waiting times'. Public Money and Management, 28(1): 49-52.
    • (2008) Public Money and Management , vol.28 , Issue.1 , pp. 49-52
    • Lodge, A.1    Bamford, D.2
  • 20
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    • Why major Lean transitions have not been sustained
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    • Lucey, J., Bateman, N. and Hines, P. (2005) 'Why major Lean transitions have not been sustained'. Management Services, Summer: 9-13.
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    • Lucey, J.1    Bateman, N.2    Hines, P.3
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    • Pettigrew, A., Ferlie, E. and McKee, L. (1992) 'Shaping strategic change: the case of the NHS in the 1980s.' Public Money and Management, 12(3): 27-31.
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  • 25
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  • 27
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    • Learning to walk before we try to run: adapting Lean for the public sector
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    • (2008) Public Money and Management , vol.28 , Issue.1 , pp. 13-20
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    • Roth, G. (2006) 'Distributing leadership practices for Lean transformation'. Reflections, 7(2): 15-29.
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    • Stacey, R. (2003) 'Organisations as complex responsive processes of relating.' Journal of Innovative Management 8(2): 25-39.
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* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.