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dc.contributor.authorKruskal, Jonathan B.
dc.contributor.authorReedy, Allen
dc.contributor.authorPascal, Laurie
dc.contributor.authorRosen, Max P
dc.contributor.authorBoiselle, Phillip M.
dc.date2022-08-11T08:10:47.000
dc.date.accessioned2022-08-23T17:20:08Z
dc.date.available2022-08-23T17:20:08Z
dc.date.issued2012-03-01
dc.date.submitted2014-11-03
dc.identifier.citationRadiographics. 2012 Mar-Apr;32(2):573-87. doi: 10.1148/rg.322115128. <a href="http://dx.doi.org/10.1148/rg.322115128">Link to article on publisher's site</a>
dc.identifier.issn0271-5333 (Linking)
dc.identifier.doi10.1148/rg.322115128
dc.identifier.pmid22323617
dc.identifier.urihttp://hdl.handle.net/20.500.14038/48236
dc.description.abstractMany hospital radiology departments are adopting "lean" methods developed in automobile manufacturing to improve operational efficiency, eliminate waste, and optimize the value of their services. The lean approach, which emphasizes process analysis, has particular relevance to radiology departments, which depend on a smooth flow of patients and uninterrupted equipment function for efficient operation. However, the application of lean methods to isolated problems is not likely to improve overall efficiency or to produce a sustained improvement. Instead, the authors recommend a gradual but continuous and comprehensive "lean transformation" of work philosophy and workplace culture. Fundamental principles that must consistently be put into action to achieve such a transformation include equal involvement of and equal respect for all staff members, elimination of waste, standardization of work processes, improvement of flow in all processes, use of visual cues to communicate and inform, and use of specific tools to perform targeted data collection and analysis and to implement and guide change. Many categories of lean tools are available to facilitate these tasks: value stream mapping for visualizing the current state of a process and identifying activities that add no value; root cause analysis for determining the fundamental cause of a problem; team charters for planning, guiding, and communicating about change in a specific process; management dashboards for monitoring real-time developments; and a balanced scorecard for strategic oversight and planning in the areas of finance, customer service, internal operations, and staff development.
dc.language.isoen_US
dc.relation<a href="http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?db=pubmed&cmd=Retrieve&list_uids=22323617&dopt=Abstract">Link to Article in PubMed</a>
dc.relation.urlhttp://dx.doi.org/10.1148/rg.322115128
dc.subjectChecklist
dc.subjectCommunication
dc.subjectData Display
dc.subjectEfficiency
dc.subjectGoals
dc.subjectHumans
dc.subjectInternet
dc.subjectInterprofessional Relations
dc.subjectLeadership
dc.subjectMedical Errors
dc.subjectOccupational Health
dc.subjectPatient Safety
dc.subjectPractice Guidelines as Topic
dc.subjectProduct Labeling
dc.subjectQuality Assurance, Health Care
dc.subjectQuality Improvement
dc.subjectRadiology Department, Hospital
dc.subjectSafety Management
dc.subjectSoftware Design
dc.subjectTask Performance and Analysis
dc.subject*Workflow
dc.subjectHealth and Medical Administration
dc.subjectRadiology
dc.titleQuality initiatives: lean approach to improving performance and efficiency in a radiology department
dc.typeJournal Article
dc.source.journaltitleRadiographics : a review publication of the Radiological Society of North America, Inc
dc.source.volume32
dc.source.issue2
dc.identifier.legacycoverpagehttps://escholarship.umassmed.edu/radiology_pubs/35
dc.identifier.contextkey6319286
html.description.abstract<p>Many hospital radiology departments are adopting "lean" methods developed in automobile manufacturing to improve operational efficiency, eliminate waste, and optimize the value of their services. The lean approach, which emphasizes process analysis, has particular relevance to radiology departments, which depend on a smooth flow of patients and uninterrupted equipment function for efficient operation. However, the application of lean methods to isolated problems is not likely to improve overall efficiency or to produce a sustained improvement. Instead, the authors recommend a gradual but continuous and comprehensive "lean transformation" of work philosophy and workplace culture. Fundamental principles that must consistently be put into action to achieve such a transformation include equal involvement of and equal respect for all staff members, elimination of waste, standardization of work processes, improvement of flow in all processes, use of visual cues to communicate and inform, and use of specific tools to perform targeted data collection and analysis and to implement and guide change. Many categories of lean tools are available to facilitate these tasks: value stream mapping for visualizing the current state of a process and identifying activities that add no value; root cause analysis for determining the fundamental cause of a problem; team charters for planning, guiding, and communicating about change in a specific process; management dashboards for monitoring real-time developments; and a balanced scorecard for strategic oversight and planning in the areas of finance, customer service, internal operations, and staff development.</p>
dc.identifier.submissionpathradiology_pubs/35
dc.contributor.departmentDepartment of Radiology
dc.source.pages573-87


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