Successful implementation of process review in ophthalmology services.
Explains that considerable recent publicity has been given to the claim that around 70 per cent of business process re-engineering exercises are unsuccessful, mainly because of failure to take human factors into account. Outlines the work undertaken in a single specialist surgical service, within an acute services National Health Service Trust, and the outcomes achieved. Suggests that there are points arising from the project to be learned both by the Trust and by other health-care employers contemplating similar exercises: in particular, deciding objectives; the preparation undertaken prior to the project; and detailed post-implementation benefit analysis.
Crass
M
M
Mid Essex Hospital Services NHS Trust, Chelmsford, UK.
Munro
M
M
D006754:Hospital Restructuring; D006779:Hospitals, Public / Q000458:organization & administration* / Q000592:standards; D006801:Humans; D008332:Management Quality Circles; D009885:Ophthalmology / Q000458:organization & administration* / Q000592:standards; D019982:Organizational Case Studies; D010044:Outpatient Clinics, Hospital / Q000458:organization & administration / Q000592:standards; D017064:Process Assessment, Health Care / Q000379:methods*; D011590:Psychology, Industrial; D013222:State Medicine / Q000458:organization & administration; D006113:United Kingdom; D014850:Waiting Lists; D000078329:Workforce