eMJA: Implementing and sustaining transformational change in health care: lessons learnt about clinical process redesign

Corrections

Implementing and sustaining transformational change in health care: lessons learnt about clinical process redesign

Katherine M McGrath, Denise M Bennett, David I Ben-Tovim, Steven C Boyages, Nigel J Lyons and Tony J O’Connell

MJA 2008; 188 (7): 422

Re: “Implementing and sustaining transformational change in health care: lessons learnt about clinical process redesign”, by Katherine M McGrath, Denise M Bennett, David I Ben-Tovim, Steven C Boyages, Nigel J Lyons and Tony J O’Connell, in the Supplement to the 17 March issue of the Journal, “Health services under siege: the case for clinical process redesign” (Med J Aust 2008; 188: S32-S35). Box 5, shown here, was accidentally omitted from the article.

5 Example of the continuous improvement element of sustainability in process redesign at Flinders Medical Centre

Within general medicine at Flinders Medical Centre, the junior doctors, consultants, department head and the redesign team meet every 2 weeks over lunch to review performance in regard to the redesign work, and to identify problems and improvement opportunities. This meeting is also an ideal mechanism for identifying, on a regular basis, the internal system problems that this group of clinicians face every day.