There is an interesting comment from a nursing union representative in Minneapolis who recently went on strike. She claims that lean reduced nursing patient ratios. In the article she offers no data in support this comment.
In fact, our experience has been that staff to patient ratios actually increase in a successful lean implementation because the staff are no longer doing non value added work which puts them back at the bedside instead of filling out forms or running around looking for supplies. The experience in manufacturing has been mostly positive as well and unions who are actively involved with their members on the shop floor are generally quite supportive of lean activities because it is the union members who actually suggest and make the changes to the process not management.
This certainly is true in healthcare as well.Having visited 64 sites in nine countries that are in some stages of lean implementation and having spoken to hundreds of doctors and nurses who are involved their message to me is almost always the same, "Why didn't we do this sooner? I would never go back to how we did things before". But the problem as Mark Graban points out is that poor implementation of lean can lead to a failed lean initiative which can leave staff discouraged and cynical. Before deciding to do what Seattle Children's did, leaders must do their homework. There are many resources now available to organizations that weren't there when Seattle Children's started this years ago.
Here's the article: http://www.nytimes.com/2010/07/11/business/11seattle.html?_r=1&emc=eta1
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