engleski

An inquiry into the socio-economic impact of COVID-19 to the free movement of workers in the EU: Healthcare sector in the spotlight

The history of lean management was conceived in the United States in 1913 by the Ford organization. Over the years, lean management has begun to overflow and be applied worldwide, including in the European Union member states. Lean management is based on five main principles: defining value, adding value, equality, the permanence of production, interruption of the production process and withdrawal, and a constant desire for perfection. The application of lean management in health care is a challenge both for the management of the owners of healthcare institutions and for the functioning of the healthcare system itself. Healthcare organizations face many challenges in monitoring competitors and the costs of providing health care and services. The goal of both owners and managers is to provide high-quality health services at an affordable price. When lean was adopted in healthcare, several components that included developing a culture of continuous improvement, empowering staff, and reducing waste and unnecessary work were highlighted. There was a focus on improving the value of services provided to patients. Lean management in health organizations can be achieved by considering all the forces and holistic thinking and planning and programming strategies for its implementation that will overcome potential obstacles. The results are numerous and positive and include improving quality, capacity, and safety and ultimately reducing costs. The question that this paper seeks to answer is whether lean management has really taken root in the health care system of the European Union, and especially in the health care system of Croatia.

lean management ; healthcare sector ; costs ; patients

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