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<title>Mark Eaton - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Mark_Eaton</link>
<pubDate>Tue, 14 Feb 2012 19:18:53 -0600</pubDate>
<image><title>Mark Eaton - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Mark_Eaton</link>
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<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Author, consultant, speaker and expert on transformational change in healthcare and manufacturing.

Email: markeaton@amnis.uk.com
Tel: +44 (0)7841-464916]]></description>
<lastBuildDate>Thu, 07 Apr 2011 10:10:16 -0500</lastBuildDate>
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<title>Reducing Length of Stay and Excess Bed Days in the NHS</title>
<link>http://EzineArticles.com/6136751</link>
<guid>http://EzineArticles.com/6136751</guid>
<pubDate>Thu, 07 Apr 2011 10:10:16 -0500</pubDate>
<description><![CDATA[This article was first published in the Health Service Journal in 2011. The NHS spends millions of pounds every month paying for people to occupy beds in hospitals who could either be at home or in different, more suitable and often cheaper settings. Simple things can transform the length of stay and reduce costs significantly.]]></description>
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<item>
<title>NHS Commissioning in the New World</title>
<link>http://EzineArticles.com/6136735</link>
<guid>http://EzineArticles.com/6136735</guid>
<pubDate>Wed, 06 Apr 2011 11:24:23 -0500</pubDate>
<description><![CDATA[This article was first published by the Health Service Journal in 2011. In the new commissioning world the need for efficiencies and improved outcomes gives organisations the perfect opportunity to look again at care pathways. Only the most determined of commissioners will make the really big changes that deliver high-value benefits. This article reviews the 'art of the possible' when it comes to NHS Commissioning in the 21st Century.]]></description>
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<item>
<title>Productivity and Lean in the Delivery of Mental Health Services</title>
<link>http://EzineArticles.com/6136682</link>
<guid>http://EzineArticles.com/6136682</guid>
<pubDate>Tue, 05 Apr 2011 12:58:17 -0500</pubDate>
<description><![CDATA[The provision of Mental Health Services in the NHS normally involves multiple organisations and complex issues. The current efficiency drive in the NHS will hit mental health services as hard as other healthcare services and this short article discusses some of the unique challenges, and unique approaches, that mental health organisations will face.]]></description>
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<title>Productivity in the Commissioning Cycle</title>
<link>http://EzineArticles.com/6136656</link>
<guid>http://EzineArticles.com/6136656</guid>
<pubDate>Tue, 05 Apr 2011 11:48:57 -0500</pubDate>
<description><![CDATA[The need for efficiencies is at the heart of the change to GP led commissioning. This article focuses on how management costs can be reduced in the commissioning cycle by the effective application of Lean.]]></description>
</item>
<item>
<title>The Future of Productivity Improvement in the NHS</title>
<link>http://EzineArticles.com/6136632</link>
<guid>http://EzineArticles.com/6136632</guid>
<pubDate>Mon, 04 Apr 2011 13:17:13 -0500</pubDate>
<description><![CDATA[NHS productivity initiatives have a pedigree going back decades. Whilst the more recent focus has been on Lean, little long term benefit has been gained even when we include the impact of programmes such as the 'Productive' series which draws heavily from the Lean Toolbox. This article explores the future of productivity programmes in the UK National Health Service (NHS) given the current financial constraints and the need to balance efficiency with quality of service.]]></description>
</item>
<item>
<title>Commissioning for Quality in the New NHS</title>
<link>http://EzineArticles.com/6136648</link>
<guid>http://EzineArticles.com/6136648</guid>
<pubDate>Mon, 04 Apr 2011 13:10:06 -0500</pubDate>
<description><![CDATA[The future of the NHS will see GPs taking a more active role in the commissioning and management of services and this short article aims to highlight how 'thinking differently' and applying Lean successfully can deliver improvements in both quality and efficiency. Practices are in the frontline of helping the rest of the NHS redesign pathways to improve efficiency and quality. These are not mutually exclusive objectives and it is possible to achieve both.]]></description>
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<item>
<title>Boosting Efficiency in an Age of Austerity</title>
<link>http://EzineArticles.com/5412038</link>
<guid>http://EzineArticles.com/5412038</guid>
<pubDate>Mon, 22 Nov 2010 15:20:41 -0600</pubDate>
<description><![CDATA[The current financial crisis has the advantage of providing a uniform pressure on health and social care organisations to transform performance. However, this shouldn't, and doesn't need to be, just about delivering the same services for less money because the successful application of Lean can simultaneously deliver all aspects of the QIPP (Quality, Innovation, Productivity & Prevention) agenda by changing the whole system so that care is provided in the most appropriate setting, duplication and delays are eliminated, patients are engaged and pathways are streamlined. This article reviews the current financial situation faced by healthcare organisations and discusses how Lean can support them during this time.]]></description>
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<item>
<title>Optimisation and Transformation for the Public Good</title>
<link>http://EzineArticles.com/5239765</link>
<guid>http://EzineArticles.com/5239765</guid>
<pubDate>Thu, 21 Oct 2010 09:53:09 -0500</pubDate>
<description><![CDATA[The Public Sector in the UK is currently going through the most dramatic period of transition it has been through in its history. The need for this transformation is the over-whelming debt faced by the UK and the need to bring public expenditure into line with public receipts. This article highlights some of the issues that are driving the need for change as well as discussing the things that public sector organisations, including hospitals, local councils and central government departments will need to do to enable them to rise to the challenge.]]></description>
</item>
<item>
<title>Embedding Improvements and Making Changes Stick</title>
<link>http://EzineArticles.com/4511512</link>
<guid>http://EzineArticles.com/4511512</guid>
<pubDate>Mon, 21 Jun 2010 14:26:51 -0500</pubDate>
<description><![CDATA[Having invested in making improvements to the processes and systems within your organisation, is it likely that there will be problems ensuring those same improvements remain in place? With 83% of organisations reporting that they face substantial change in the near future and only 61% of organisations reporting that they have successfully introduced improvements that have lasted previously means that at least 22% will experience problems with their implementation. ]]></description>
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<item>
<title>Why Change Programmes Fail</title>
<link>http://EzineArticles.com/4511463</link>
<guid>http://EzineArticles.com/4511463</guid>
<pubDate>Mon, 21 Jun 2010 10:53:05 -0500</pubDate>
<description><![CDATA[Do change programmes fail? With so many organisations failing to improve performance successfully - often despite massive financial and time investments - maybe it is better to ask whether they were ready to make the changes in the first place?]]></description>
</item>
<item>
<title>Creating the Right Environment For Improvement</title>
<link>http://EzineArticles.com/4511291</link>
<guid>http://EzineArticles.com/4511291</guid>
<pubDate>Mon, 21 Jun 2010 10:44:46 -0500</pubDate>
<description><![CDATA[Organisations are perfectly designed to get the results they get. Whether good or bad, the results that organisations deliver is the result of the match between what they are capable of delivering and what they must deliver to satisfy their customers or users. For example, an organisation might have to deliver extremely high reliability products but, if their processes are not robust enough to 'build in' reliability, it won't occur and the results will suffer.]]></description>
</item>
<item>
<title>Lean by the Dozen</title>
<link>http://EzineArticles.com/2306665</link>
<guid>http://EzineArticles.com/2306665</guid>
<pubDate>Wed, 06 May 2009 11:10:24 -0500</pubDate>
<description><![CDATA[Even with the current economic conditions, Lean is alive and well across a range of sectors in the UK. This article provides an overview of some of the key historical events that have helped shape Lean today as well as a review of the state of Lean in the UK today in the public, service and manufacturing sectors. Based on discussions with Lean Consultancies, organisations and desk research, we will show that whilst the downturn in the economy is also driving a downturn in the investment in Lean in some areas, there is a real benefit in adopting Lean to enable your organisation to survive in difficult times as well as prepare for the future, whichever way it goes.]]></description>
</item>
<item>
<title>Something to Lean On</title>
<link>http://EzineArticles.com/1837912</link>
<guid>http://EzineArticles.com/1837912</guid>
<pubDate>Fri, 02 Jan 2009 15:09:10 -0600</pubDate>
<description><![CDATA[The application of Lean in manufacturing has made a major impact to the performance within those organisations who have embraced it fully and although it is a relatively new and evolving concept within the healthcare sector it is already offering opportunities to reduce the time taken for patients to be seen by a specialist, the effectiveness (and value for money) of the treatment they receive and even the length of time they spend in hospital.]]></description>
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<item>
<title>Lean Healthcare - Why Does It Work For Some And Not For Others?</title>
<link>http://EzineArticles.com/1091538</link>
<guid>http://EzineArticles.com/1091538</guid>
<pubDate>Mon, 07 Apr 2008 13:03:13 -0500</pubDate>
<description><![CDATA[Lean is becoming the improvement methodology of choice in Healthcare Organisations but the reality is that it will only be a lucky 25% who achieve the long term and sustainable improvements that Lean can deliver. This short article explores why this is the case.]]></description>
</item>
<item>
<title>Bringing Lean Healthcare to Life</title>
<link>http://EzineArticles.com/620911</link>
<guid>http://EzineArticles.com/620911</guid>
<pubDate>Tue, 26 Jun 2007 16:55:24 -0500</pubDate>
<description><![CDATA[Lean is set to make a big difference in Healthcare over the coming years but its application requires sensitivity else it will suffer from the same (and potentially worse) problems experienced when Lean has been implemented in other sectors. Based on practical experience, this short article explores how to bring Lean in Healthcare to life.]]></description>
</item>
<item>
<title>Realising Improvement &amp; Transforming Perceptions</title>
<link>http://EzineArticles.com/511793</link>
<guid>http://EzineArticles.com/511793</guid>
<pubDate>Mon, 02 Apr 2007 14:40:42 -0500</pubDate>
<description><![CDATA[Organisational success depends on arriving successfully at the meeting point between process excellence, effective risk management, the allocation of resources and having effective partnerships - and this thought leading article introduces the reader to this new way of thinking.]]></description>
</item>
<item>
<title>Learn Your PROTOCOLS</title>
<link>http://EzineArticles.com/369348</link>
<guid>http://EzineArticles.com/369348</guid>
<pubDate>Mon, 27 Nov 2006 04:27:08 -0600</pubDate>
<description><![CDATA[Organisations looking to implement improvement often fail to achieve the results they are looking for - yet when you analyse the reasons why their improvement programmes (Lean, Six Sigma etc) fail, it can normally be traced back to one of nine reasons - and this article tells you how!]]></description>
</item>
<item>
<title>Sustaining Improvement: Is It a Pipe Dream?</title>
<link>http://EzineArticles.com/361163</link>
<guid>http://EzineArticles.com/361163</guid>
<pubDate>Thu, 16 Nov 2006 09:00:59 -0600</pubDate>
<description><![CDATA[This short think piece, which has been co-authored by Mark Eaton and Simon Phillips, aims to help readers start to think more broadly about the improvement programmes that they are planning (or implementing) to transition or transform their organisation.]]></description>
</item>
<item>
<title>The Highway That Makes Turnarounds Possible</title>
<link>http://EzineArticles.com/244233</link>
<guid>http://EzineArticles.com/244233</guid>
<pubDate>Sun, 16 Jul 2006 12:57:10 -0500</pubDate>
<description><![CDATA[Product life-cycles are shortening consumers are becoming more choosy and have more options to seek out suppliers who can deliver them with maximum value at a competitive price.  This is a tough, challenging situation that should scare complacent businesses. But it offers exciting opportunities for smart business people who recognize the opportunity presented by the Internet in developing new products and services.]]></description>
</item>
<item>
<title>Mobile Manufacturing</title>
<link>http://EzineArticles.com/197194</link>
<guid>http://EzineArticles.com/197194</guid>
<pubDate>Sat, 13 May 2006 11:39:53 -0500</pubDate>
<description><![CDATA[Technology and manufacturing have traditionally been linked and this article explores how developments in SMS technology can be used to increase business performance and reduce operating costs. Making Advances - Technology and manufacturing have traditionally been closely related, with advances in technology leading to changes in manufacturing - either in the products produced on in how they are produced - and changes in manufacturing affecting technology - through making technology more accessible via cost reductions that occur through scale economies as well as advances in materials and methods.]]></description>
</item>
<item>
<title>Learning to Run the Lean Marathon</title>
<link>http://EzineArticles.com/147750</link>
<guid>http://EzineArticles.com/147750</guid>
<pubDate>Sat, 18 Feb 2006 20:43:48 -0600</pubDate>
<description><![CDATA[Organisations looking to implement change that is sustainable in the medium to long term need to have three key attributes to be successful. Based on research undertaken with dozens of businesses, this article explores the key factors that can make your improvement programme (including Lean) successful.]]></description>
</item>
<item>
<title>Making Change Stick</title>
<link>http://EzineArticles.com/138511</link>
<guid>http://EzineArticles.com/138511</guid>
<pubDate>Thu, 02 Feb 2006 15:18:29 -0600</pubDate>
<description><![CDATA[Over 87% of organisational change programmes fail within 12 months of starting. This article examines the critical factors that can make the difference between success and failure.]]></description>
</item>
<item>
<title>Innovation: A Panacea?</title>
<link>http://EzineArticles.com/125507</link>
<guid>http://EzineArticles.com/125507</guid>
<pubDate>Mon, 09 Jan 2006 09:19:35 -0600</pubDate>
<description><![CDATA[Organisations are constantly being bombarded by messages to 'innovate or die', but there is no agreed definition of what innovation is or how an organisation should approach innovation. This article introduces some of the piece parts that make up a successful innovation 'Lego kit'.]]></description>
</item>
<item>
<title>Leaning Health - Transforming the Health Service</title>
<link>http://EzineArticles.com/124353</link>
<guid>http://EzineArticles.com/124353</guid>
<pubDate>Sat, 07 Jan 2006 07:13:34 -0600</pubDate>
<description><![CDATA[Lean is a concept whose time has come in transforming the Health Service and this article provides a proven model for implementing rapid, significant and sustainable change across primary and secondary health services.]]></description>
</item>
<item>
<title>Effective Design</title>
<link>http://EzineArticles.com/106626</link>
<guid>http://EzineArticles.com/106626</guid>
<pubDate>Mon, 05 Dec 2005 07:01:31 -0600</pubDate>
<description><![CDATA[Bringing products to market effectively and rapidly will increase market share, reduce on-going costs, increase the life of the product and overall transform business profitability. Concurrent Design is about helping organisations achieve high levels of effectiveness in the development of new physical and virtual products.]]></description>
</item>
<item>
<title>Turning On The Lights</title>
<link>http://EzineArticles.com/18393</link>
<guid>http://EzineArticles.com/18393</guid>
<pubDate>Thu, 03 Mar 2005 22:36:38 -0600</pubDate>
<description><![CDATA[Thinking strategically when starting a business will increase the probability of wealth and success. This article examines some common issues faced by business start-ups - with the aim that readers avoid the terrible pitfalls of the unwary!]]></description>
</item>
<item>
<title>Leaning Toward Change</title>
<link>http://EzineArticles.com/15384</link>
<guid>http://EzineArticles.com/15384</guid>
<pubDate>Sun, 20 Feb 2005 10:38:57 -0600</pubDate>
<description><![CDATA[Failure to realise the full benefits of World Class Performance can often be attributed to aspects of organizational culture. Knowing your culture can provide a worthwhile starting point to the journey. This article describes the findings of an empirical study conducted within one organization, during its journey to World Class Performance through the adoption of 'Lean'.]]></description>
</item>
<item>
<title>Managing Creativity</title>
<link>http://EzineArticles.com/15343</link>
<guid>http://EzineArticles.com/15343</guid>
<pubDate>Sun, 20 Feb 2005 07:51:35 -0600</pubDate>
<description><![CDATA[Creating new products, services and processes is essential to on-going business success, but many companies do not have an environment that supports creativity - find out why!]]></description>
</item>
<item>
<title>Making Change Work</title>
<link>http://EzineArticles.com/15337</link>
<guid>http://EzineArticles.com/15337</guid>
<pubDate>Sun, 20 Feb 2005 06:00:32 -0600</pubDate>
<description><![CDATA[Over 75% of all change programmes will fail to achieve worthwhile or sustainable results and this article explores the key reasons for failure based on the author's extensive practical research activities into this area.]]></description>
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