Lean thinking is relatively new to the NHS but it is evolving quickly. It started being used to resolve specific problems in hospitals but is now being applied across the boundaries of organisations to improve and redesign complex care pathways. 

Ambitious NHS managers recognise that for Lean programmes to be successful, current-state organisational design, change management and knowledge management tools must be adapted to Lean principles and objectives. This is the key to creating sustainable skill-sets, embedding a culture of continuous improvement and ensuring that both people and organisations change quickly enough to make rapidly redesigned processes work.

Atos Healthcare believes Lean thinking and applications have an important part to play in continuing NHS reform. Lean's potential for healthcare services is only now beginning to be realised. From improving single pathways to leading the way in world class commissioning, Lean and the NHS have a great deal more to offer.