Saving time and lives: Leaning the blood processing sector

This case study from Swansea University School of Management demonstrates how academic research from a business school context can be translated into a scalable, practical intervention across a European service network (EBA), with clear benefits in efficiency, capability, and reach.

Background and Purpose

Blood products and processing services are vital capabilities for modern health systems. From altruistic donors to patients receiving treatment, not a single millilitre or second can be lost in this time-critical service. The blood supply chain is a fascinating context that can benefit enormously from rigorous academic support. At Swansea University School of Management, research led by Professor Nick Rich, developed from a local Welsh Blood Service study of innovation into an impactful case study that spans all members of the European Blood Alliance (EBA) and processors in every country. The aim was to apply and embed “lean” process-improvement methods (originally developed in manufacturing) into blood-service operations to deliver safe, quality-assured assured and timely blood products. Then to translate these methods into e-learning modules that were accessible across all European member services. Specifically, the work involved:

• Partnering with the Welsh Blood Service to map key processes, identify waste and redesign workflows using lean tools.

• Developing 7 high-quality online training modules (video + workbook + test) for EBA member organisations across Europe under Professor Rich’s direction.

• Making those resources available “free of charge” to all EBA member bodies (covering some 40,000 professionals in the sector).

The benefits for policymakers, organisations and practitioners is clear: to translate business-school research into tools and capabilities that support better operational performance, service quality, cost-efficiency, and improved patient outcomes.

Benefits and Impacts

The research and the subsequent e-learning package achieved measurable and relatable benefits:

• Process improvements: At the Welsh Blood Service the research team helped reconfigure workspaces, digitise paper forms, redesign standard operating procedures, and create “cellular ‘pod’” working patterns to free up technician time and reduced non-value-added work.

• Reach and capacity building: The seven online modules for EBA member organisations are fully accessible to all members, thus scaling improvement capabilities across national services.

• Sector-wide relevance: The modules provide a foundation for professionals across Europe, enabling a shared ‘language’ of lean methods in the sector at any scale of automation and volume/demand.

• Resource savings and service quality: The exact cost-savings figures remain with each member organisation, but every learning module required a ‘demonstration’ project to be conducted by learners to apply their lean knowledge. These resulted in time-savings, quality improvements, improved processing flows, and safer work practices.

For policymakers and funders this means supporting business-school research can deliver tools that scale across organisations, build workforce capability, drive efficiencies, and support quality improvement. Additional benefits to note include:

• Shared standards and training across national services promote harmonisation, which is relevant for cross-border resilience and regulation.

• The modules reduce the need for costly in-person training and e-learning means programmes can reach many more people at lower marginal cost.

• Embedding lean methods in healthcare/service operations means fewer delays, better use of resources and potentially better outcomes for recipients (in this case, blood donation/delivery).

The case study demonstrates how academic research from a business school context can be translated into a scalable, practical intervention across a European service network (EBA), with clear benefits in efficiency, capability, and reach. The approach informs practice and policy by partnering with service organisations, engaging with the innovation by engaging directly with staff and allowing every learner to take greater ownership of their process. For policymakers, funders, and other stakeholders, working in sectors beyond blood services, the lessons are equally applicable. The main learning outcome is that investing in applied business school research, then translating it into digital training/knowledge-transfer, can stimulate a new form of learning organisation and yield system-wide benefits in the short and long-terms.