title: Frank Gilbreth and health care delivery method study driven learning.
abstract: OBJECTIVE
  The purpose of this article is to look at method study, as devised by the Gilbreths at the beginning of the twentieth century, which found early application in hospital quality assurance and surgical "best practice". It has since become a core activity in all modern methods, as applied to healthcare delivery improvement programmes.
  
  
  METHODS
  The article traces the origin of what is now currently and variously called "business process re-engineering", "business process improvement" and "lean healthcare" etc., by different management gurus back to the century-old pioneering work of Frank Gilbreth. The outcome is a consistent framework involving "width", "length" and "depth" dimensions within which healthcare delivery systems can be analysed, designed and successfully implemented to achieve better and more consistent performance.
  
  
  RESULTS
  Healthcare method (saving time plus saving motion) study is best practised as co-joint action learning activity "owned" by all "players" involved in the re-engineering process. However, although process mapping is a key step forward, in itself it is no guarantee of effective re-engineering. It is not even the beginning of the end of the change challenge, although it should be the end of the beginning. What is needed is innovative exploitation of method study within a healthcare organisational learning culture accelerated via the Gilbreth Knowledge Flywheel.
  
  
  CONCLUSIONS
  It is shown that effective healthcare delivery pipeline improvement is anchored into a team approach involving all "players" in the system especially physicians. A comprehensive process study, constructive dialogue, proper and highly professional re-engineering plus managed implementation are essential components. Experience suggests "learning" is thereby achieved via "natural groups" actively involved in healthcare processes.
  
  
  CONCLUSIONS
  The article provides a proven method for exploiting Gilbreths' outputs and their many successors in enabling more productive evidence-based healthcare delivery as summarised in the "learn-do-learn-do" feedback loop in the Gilbreth Knowledge Flywheel.
authors.affiliation: Logistics Systems Dynamics Group, Cardiff Business School, Cardiff University, Cardiff, UK. adamse27@Cardiff.ac.uk
authors.forename: Denis R
authors.initials: DR
authors.lastname: Towill
mesh_terms: D003695:Delivery of Health Care / Q000379:methods* / Q000706:statistics & numerical data; D004059:Diffusion of Innovation; D017598:Efficiency, Organizational; D019317:Evidence-Based Medicine; D006296:Health Services / Q000592:standards*; D049673:History, 20th Century; D049674:History, 21st Century; D006801:Humans; D008962:Models, Theoretical; D015279:Organizational Culture; D011785:Quality Assurance, Health Care; D017749:Total Quality Management