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A. Anesthesiology Department of
Kaohsiung Medical University Hospital

T. 07-3121101 #7033、7035

F. 07-3217874

E. 2025tsa@gmail.com

Wan-Ting Wu
Wan-Ting Wu
PROFILE

Research Interests
•Healthcare Quality, Patient Safety

Education Background
•Master's Degree, Graduate Institute of Health Care Management, Taipei College of Nursing

Current Position
• Deputy Secretary-General, Taiwan Healthcare Quality Association
• Reviewer, Development Center, Joint Commission of Taiwan (JCT)

Professional Experience
•Deputy director, Taipei Hospital, Ministry of Health and Welfare
•Project Management, Cathay General Hospital

​​​​​​​Application of Lean Healthcare and ESG in the Medical Field

When healthcare systems are pushed to their limits by overwhelming patient volume, financial pressure, and heavy workforce demands, many of us may have wondered: Is there a way to increase efficiency, reduce waste, and at the same time make the work of medical teams more meaningful and fulfilling—without compromising the quality of care? The concepts of Lean Healthcare and ESG (Environment, Social, Governance) represent exactly such a framework that is rapidly gaining influence across global healthcare systems.

In just 30 minutes, we will use the concept of “waste” as our entry point to re-evaluate every step of the anesthesia process—from the moment a patient enters the operating room, through induction, maintenance, emergence, and handover. Are there moments of prolonged waiting? Are we preparing excessive materials? Are documentation tasks being duplicated? Are resources unevenly allocated or information poorly communicated?
The goal of Lean Healthcare is not to make healthcare professionals “do more,” but rather to help us achieve better outcomes by working smarter—optimizing processes and allocating resources more effectively.

This is not just a movement about efficiency; it is a shift from “subtraction management” to “value-added medicine.”

We will then connect to the increasingly emphasized ESG sustainability indicators in global healthcare systems. In daily clinical practice, ESG is no longer just administrative language or policy terminology—it is directly tied to our workflow and decision-making. Small changes can create significant impact: a standardized medication protocol can reduce waste, a clear handover structure can prevent repeated tests, and a precise inventory system for operating room supplies can cut costs while improving preparation efficiency. These are not just improvements in operational efficiency, but tangible manifestations of social value and governance quality within the ESG framework.

You are invited to explore the power of Lean Healthcare and ESG—to ignite a new generation of healthcare transformation that integrates efficiency, safety, and sustainability.