Jenei István

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István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration this such as Virginia Mason in Seattle, Flinders in Adelaide and ThedaCare in Wisconsin.” (Fillingham, 2007, p.233.). Probably the two most prominent examples of lean transformation are Virginia Mason Medical Center in Seattle, USA, a private hospital which started to transform its operation on the initiative of the upper management (Spear, 2005), and a British NHS 1 hospital in Bolton. According to the technical literature, the national health service of the United Kingdom has made the most progress globally in the systematic introduction of lean principles (Productive Ward, Productive Operation Theater programmes). Their programme is in charge of a special professional authority, formerly called the NHS Modernization Agency, now the NHS Institute for Innovation and Improvement – NHSII). The NHSII staff have no doubt learned a lot from the lessons of lean initiatives co-ordinated by the Institute for Healthcare Improvement (IHI) in the US. (Proudlove et al., 2008) Encouraged by former British National Health Service Modernisation Agency Director David Fillingham, and with the assistance of Daniel T. Jones, renowned researcher and professional of Lean, several British hospitals have carried out projectlike developments. The projects, although quite successful, have not led to the comprehensive, full, implementation of lean philosophy in hospital operation overall. In the UK, Royal Bolton Hospital was the first institution which, under the leadership of Hospital Director David Fillingham, embarked on the path of systemic lean transformation in 2005. (Fillingham, 2007) Since the release of the first publications on the lean transformation of health care institutions and in particular hospitals, the following questions have been asked by many researchers and experts: What are the experiences of the managers, employees and researchers in regard of the application of Lean? What are the potential outcomes and the typical difficulties of such initiatives? 1 National Health Service - NHS - 9 -
István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration Since neither the international, nor the Hungarian technical literature provides a systematic and comprehensive overview of such experiences (Brandao de Souza, 2009), I decided to stop that gap and I chose as the topic of my dissertation the accomplishment of this task. Over and beyond the theoretical and practical relevance of answering the above questions, I have my personal motives as well. My first degree is in engineering, and my first work experiences were in production planning and everyday production management at production companies. In 2000, when I moved to a new job, I was sent to a 4-month practical training course where I got acquainted with the theoretical bases and practice of lean management. From that time on, my professional career has been linked with this management system. I finished my post-graduate studies at the Faculty of Business Administration of Budapest University of Economic Sciences and Public Administration 2 with a thesis on that topic (Jenei 2001) and, subsequently, when I joined the Department of Business Administration of the University 3 , it became my main area of research. My thesis submitted in 2001 was written with the objective to provide a comprehensive overview in Hungarian of the emergence, value system, main tools of the lean management system. During my years of research at the University, I took part in several research projects as a member of small professional teams which focused on the examination of the lean transformation of production companies (Losonci et al., 2007; Demeter et al., 2007; Jenei – Losonci, 2007). A major factor of the shift of the focus of my interest from industrial production to public services was the research project carried out at the request of the National Police (ORFK) in 2004-05 to upgrade the police operation processes (Chikán et al., 2005). I was introduced to the application of Lean to non-profit organisations in connection with the improvement of the administrative processes of a professional organisation (Jenei et al., 2007). I chose health care from among the service systems of the public sector because the financing, quality and efficiency of 2 This corresponds to the current Faculty of Business Administration of Corvinus University, Budapest. 3 To date: Institute of Business Economics - 10 -
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Jenei István

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