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Discussion and Theoretical Reflections

Abstract This chapter considers the findings of two patient pathway cases in relation to design and improvement paradigms: lean, agile and leagility. We discuss the qualitative results in relation to three theoretical domains: supply chain management, quality improvement and systems thinking. We explore the importance of emotional mapping when improving healthcare services, along with the application of decoupling points (DPs) and brokering roles. We examine the learning in relation to pathway architecture and the contributions made to understanding how lean, agile and leagility may be operationalised in healthcare. As a result of this research we identify key characteristics required to support and develop a sustainable and integrated healthcare system.

Keywords Lean • Agile • Leagility • Quality improvement • Healthcare • Pathway

Introduction

The aims of this study are to understand how the existing chronic obstructive pulmonary disease (COPD) and Huntington’s disease (HD) pathways have been operationalised and to assess how lean and agile may be employed in the design and delivery of these healthcare services. Here we discuss the analysis of the two cases presented in Chaps. 7 and 8 in relation to relevant theoretical lenses. We examine the learning with regard to pathway © The Author(s) 2017

S.J. Williams, Improving Healthcare Operations, DOI 10.1007/978-3-319-46913-3_9

architecture and the contributions made to understanding how lean, agile and leagility may be operationalised in healthcare as advocated by Naim and Gosling (2011).

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