II.

ABSTRACT
Good health is an invaluable asset for better productivity both at the individual and National Level, but
above all it is valued by those who own it as a pre-requisite for a better quality of life and better
standard of living.
Allergic reactions, diabetic coma, electrocution, head trauma and poisoning all fit the bill of
emergency, yet wait times in hospitals nation wide still run against a ticking clock; these are the worst
case scenarios in door-to-doctor time. Issues with bottlenecking, turnaround times, decreased
satisfaction among patients and staff have been a matter of concern in health care sector. What does it
take to stream line the processes, reduce cost, improve quality, and increase satisfaction among patients
and staff and for timely delivery of services?
Lean thinking is not a manufacturing tactic or a cost-reduction program, but a management strategy
that is applicable to all organizations because it has to do with improving processes. All organizations
including health care organizations are composed of a series of processes, or sets of actions
intended to create value for those who use or depend on them (customers/patients).