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Clinical governance and operations management methodologies

Carol Davies (Senior Research Fellow, Centre for Health Services Studies, University of Warwick, Coventry, UK)
Paul Walley (Lecturer, Operations Management, University of Warwick, Coventry, UK)

International Journal of Health Care Quality Assurance

ISSN: 0952-6862

Article publication date: 1 February 2000



The clinical governance mechanism, introduced since 1998 in the UK National Health Service (NHS), aims to deliver high quality care with efficient, effective and cost‐effective patient services. Scally and Donaldson recognised that new approaches are needed, and operations management techniques comprise potentially powerful methodologies in understanding the process of care, which can be applied both within and across professional boundaries. This paper summarises four studies in hospital Trusts which took approaches to improving process that were different from and less structured than business process re‐engineering (BPR). The problems were then amenable to change at a relatively low cost and short timescale, producing significant improvement to patient care. This less structured approach to operations management avoided incurring overhead costs of large scale and costly change such as new information technology (IT) systems. The most successful changes were brought about by formal tools to control quantity, content and timing of changes.



Davies, C. and Walley, P. (2000), "Clinical governance and operations management methodologies", International Journal of Health Care Quality Assurance, Vol. 13 No. 1, pp. 21-26.




Copyright © 2000, MCB UP Limited

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