Case study # 1: Hospitals are driving toward a leaner organization

Case study # 1
1. The best perspective of organizational effectiveness that describes the application of lean management practices is organizational learning perspective. This perspective focuses on the most value input as known as knowledge. Organizational learning is founded on the idea that organizational effectiveness depends on the organization’s capacity to acquire, share, use, and store valuable knowledge (Mcshane & Von Glinow, 2012). Sunderland Royal hospital engages in organizational learning perspective through learning lean management from external knowledge. Sunderland’s employees took tour at Nissan Factory to acquire and share knowledge from Nissan work plant, and later they applied and stored knowledge in their work unit. Employees always play critical role in this process and they are important intellectual capital of learning organizations. They can use and share knowledge through the process by mapping out their work process and identifying ways to reduce waste process. As Sunderland’s employees discovered ways to reduce average patient’s wait time, they can improve efficiency and quality service. Also, many other health care around the world apply lean management in their organization by receiving lean training from Japan. Flinders Medical center also learned and adopted lean knowledge after seeing South Australian Medical Facility experienced problem of overload patients in its emergency department. Bolton Hospitals NHR Trust in United Kingdom has perspective of learning organization by involving their employees in an analysis of procedures in reduce average time for patients and increase efficiency in work place. They empower the employees to lead and apply lean management in work process. Moreover, they believe in human capital that employees have ability and