Health Services Management Research > Volume 21, Number 3 > Pp. 192-198

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Organizational change through Lean Thinking

Peter Tsasis ^*  and Cindy Bruce-Barrett 

* School of Health Policy and Management and School of Administrative Studies, York University; Strategic Projects, The Hospital for Sick Children, Toronto, ON, Canada

Correspondence to: Peter Tsasis Email: tsasis{at}yorku.ca

In production and manufacturing plants, Lean Thinking has been used to improve processes by eliminating waste and thus enhancing efficiency. In health care, Lean Thinking has emerged as a comprehensive approach towards improving processes embedded in the diagnostic, treatment and care activities of health-care organizations with cost containment results. This paper provides a case study example where Lean Thinking is not only used to improve efficiency and cost containment, but also as an approach to effective organizational change.

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