Medical hospital management at Reha Rheinfelden was concerned with issues such as dissatisfied nursing personnel, constant turnover of nursing staff and inefficient work processes. Moreover, the management is constantly striving to improve patient satisfaction and treatment quality. The hospital management responded to these challenges through the development of a Lean transformation process in the care departments. A project was initiated with the assistance of an external consultant and an internal project team, and was launched as a pilot project in the geriatric care department.

On the one hand, the thesis deals with the question of where Reha Rheinfelden can achieve further improvements. On the other hand, it is assessed whether a Lean transformation can increase the satisfaction of the nursing staff. It is also examined if a positive change in the hierarchical responsibilities of the nursing staff is noticeable. To answer these questions, expert interviews will be conducted with the affected people of the pilot department. In addition, the rehabilitation centre and its Lean project will be assessed. These insights will be reinforced by a SWOT analysis.

The evaluation reveals positive impacts. Nevertheless, there are some barriers to overcome. The evaluation shows an increase in employee satisfaction of almost 20%. The main reasons for this development include improved communication and simplified work processes. Enhanced patient satisfaction is achieved due to more intensive patient care. The mindset of nursing staff must be anchored to achieving a positive change towards the perception of increased personal responsibility. Leadership takes on a new dimension in Lean organisations. The primary task of Lean leaders is coaching, and their presence on-site is crucial to ensure objective decision-making. It is fundamental to establish a holistic vision of the Lean philosophy. Working environment and inventory management are essential subjects in Lean management. The working environment should facilitate an efficient and value-adding way of working. Within this context, the support of the administrative areas must be assured. Finally, it became apparent how crucial the support of top management becomes during the introduction phase of a corporate reorganisation.