To describe Canada’s healthcare sector as a “system” is in many respects a misnomer. Many observers contend the industry is run in silos. There are funding and systemic cultural issues, not to mention a lack of integrated technology. There are multiple governance models, and multiple jurisdictions that are managing their own budgets, and different ministries operating at their own pace.
In an ideal world, Canada’s entire healthcare system would receive a universally administered dose of lean thinking. So says Jane Bishop, clinical lead and senior lean healthcare consultant with Leading Edge Group. “I’d like to be right at that table rather than doing it one hospital at a time,” she says.
Doug Angus, a professor at the University of Ottawa’s Telfer School of Management concurs that the healthcare system isn’t a system at all. “Traditional economists would look at what we call a system and say what the hell is…
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