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May, D.; Price, I. (2009)
Publisher: Royal Society of Medicine
Languages: English
Types: Article
Subjects:
The purpose of the research was to show how lean asset thinking can be applied to UK health-care\ud facilities using different measures to compare the estates contribution to the business of health-care\ud providers. The challenge to conventional wisdom matches that posed by ‘Lean Production’ to ‘Mass\ud Manufacturing’. Data envelope analysis examined the income generated and patient-occupied area as\ud outputs from the gross area of a NHS Trust’s estate. The approach yielded strategic comparisons that\ud conventional facilities management measures of cost per square metre hide. The annual cost of an excess\ud estate is conservatively estimated at £600,000,000 (in England alone). Further research to understand the\ud causes of the excess is needed. Meanwhile the research illustrates the power of an alternative way of\ud assessing facilities performance. The authors are not aware of the lean asset perspective previously being\ud applied to health-care facilities. The research shows the underlying fallacy of relying on cost per square\ud metre as the primary measure of asset performance. The results and discussion will be particularly useful\ud to senior estates and facilities managers wishing to use new measures to define strategic estates targets.
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    • 1. Price I. Can FM Evolve? If not what future. Journal of Facilities Management 2002; 1: 56-69
    • 2. Price I. Business Critical FM. Facilities 2004; 22 (13/14): 353-358
    • 3. Pinder J A, Price I. Application of data envelope analysis to benchmark building outputs. Facilities 2005; 13 (10/11): 473-486
    • 4. Miller L, May D. Patient choice in the NHS: how critical are facilities services in influencing patient choice? Facilities 2006; 24 (9/10): 354-364
    • 5. May D, Pinder J. (2008), The impact of facilities management on patient outcomes. Facilities 2008; 25 (5/6):
    • 6. Bitner M J. Servicescapes: The impact of physical surroundings on customers and employees. Journal of Marketing 1992; 56: 57-71
    • 7. Kaya S, Alexander K. Classifying client side FM organisations in the United Kingdom. Journal of Facilities Management 2006; 4: 86-98
    • 8. Womack J P, Jones D T, Roos D. The Machine That Changed the World : The Story of Lean Production. New York: Harper Perennial, 1990
    • 9. Senge P M, Jaworski J, Scharmer C O, Flowers B S. Presence: Exploring Profound Change in People, Organizations and Society. New York: Random House, 2005
    • 10. Price I. Lean Assets: New language for new workplaces. California Management Review, Special Issue on Workplace Design 2007; 49: 102-118
    • 11. Price I. Space to adapt: Workplaces, creative behaviour and organizational memetics, In Rickards T, Runce M, Moger S, Eds, Routledge Companion to Creativity, London: Routledge in press, 2008
    • 12. Bootle R, Kalyan S. Property in business - a waste of space? London: RICS, 2002
    • 13. Taylor P, Pringle M, Coupland C. Implications of offering "Patient Choice" for routine adult surgical referrals. London: Dr Foster Limited, 2004
    • 14. Coulter A, Henderson L, Le Maistre N. Patients' experience of choosing where to undergo surgical treatment. Oxford: Picker Institute Europe, 2004
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