Sjukvården står inför stora utmaningar med en åldrande befolkning och större behov av effektiviseringar för att hålla kostnaderna för samhället nere. Toyota har blivit världsledande när det gäller effektiviseringar och att skapa mervärde för sina kunder. Detta har de uppnått genom att ha skapat sin unika företagskultur som uppmuntrar ständiga förbättringar. Sjukvården skiljer sig avsevärt från tillverkande verksamheter som Toyota, men trots detta kan sjukvården lära sig mycket av Toyotas och andra tillverkande företags arbetssätt. Denna rapport syftar till att undersöka möjligheterna och begränsningarna som kan uppstå av att använda sig av verktyg från Lean management som används i stor del i industrin och implementera den i sjukvården. Rapporten avgränsar sig till Södra Älvsborgs Sjukhus i Borås till hjärtavdelningen där man redan påbörjat en implementering av Leans principer och i synnerhet dess verktyg 5S. Rapporten studerar de tidsbesparingar som uppstår när man standardiserar och strukturerar ett förråd för sjukvårdsverktyg. Resultaten kan sammanfattas som att kapitalbindningen kan minskas, personalnöjdheten ökar samt att stora tidsbesparingar sker om man använder sig av verktyget 5S. För att lyckas med detta krävs engagemang från ledning och anställda samt att man ständigt arbetar för att förbättra verksamheten och målmedvetet eliminera slöseri. / Healthcare is facing major challenges with an aging population and greater demand for efficiency to keep costs to society down. Toyota has become the world leader when it comes to efficiency and to create added value for its customers. This has been achieved through having created its unique corporate culture that encourages continuous improvement (Liker, 2009). Health care differs significantly from manufacturing businesses like Toyota, but despite this healthcare can learn much from Toyota and other manufacturing firms working. This report aims to explore the possibilities and the limitations which may arise from the use of tools from Lean management used in large part of the industry and implement it in health care. The report defines to Södra Älvsborg Sjukhus in Borås to the cardiac ward where they already started implementing Lean principles, particularly its tools 5S. The report studies the time savings that arise when standardizes and organizes a storage room for medical tools. The results can be summarized as the tied-up capital can be reduced, increasing employee satisfaction and to major time savings occurs if you use the tool 5S. To achieve this requires commitment from management and employees and that it is constantly working to improve operations and resolutely eliminate waste.

Communication is essential for the survival of an organization. The management formulates strategies to ensure thatthe organization will get to where they want it to go. The strategy is then communicated to the co-workers through the line manager. But who is to say that the co-worker experience the message the same way as the line manager or the management for that matter? The purpose of this study is toinvestigate how the middle managers at Southern Älvsborg Hospital experience strategic internal communication andfurther how they communicate with their co-workers.Through a case study approach, the case being the communication of the hospitals research strategy, I conducted 13 interviews.I analyzed the material from the interviews using a hermeneutical approach and I used an interpretative approach to get a deeper understanding. The results show that the middle managers experience that the communication occurs through the transmission model. They also show an increased information overload, mainly due to e-mail. The middle managers strive for a sense making approach to communicationand they believe that this is best achievedthrough meetings. Only half of them have communicated or will communicate the research strategy with their co-workers,using different strategies; 1) handing over the responsibility to a researcher, 2) handing over the responsibility to aresearch manager, 3) interpreting the information and dialoguing about it and 4) interpreting and dialoguing about theinformation and then working with it in various teams and thus reflecting on what it means for their own unit. / Program: Magisterutbildning i strategisk information och kommunikation