In a sector where each patient requires unique and difficult to standardise, minimizing waste is not an administrative exercise: it is part of the treatment. It is with this approach that theMontecatone institute presented himself at the Lef Operations Summit 2025, in the Pordenone area, where in recent days the extraordinary commissioner Mario Tubertini illustrated how the adoption of the Lean method (focused precisely on simplification, optimization and continuous process improvement) is starting to transform the internal organization of the structure. The spark came from an apparently elementary analysis: the outpatient spaces were there, but they were not fully used. From this observation a structured review of internal flows was born, based on objective data, direct observation of patient paths and a continuous comparison between the different professionals involved.
“We have discovered an unexpressed potential – explained Tubertini – and intervening on the flows allows us to recover time, operational capacity and organizational quality”. The Lean model, initially introduced in an experimental form, is bringing to light hidden delays, duplications of activities and work segments that can be realigned without affecting the clinical dimension. A perspective which, until a few years ago, would have seemed difficult to apply in a highly specialized context such as that of neurorehabilitation. Today, however, the integration between process engineers, physiatrists, therapists and nurses shows that a more fluid management of pathways is possible, and that improving it means freeing up energy and attention for treatment. The project is part of a broader strategy that focuses on the evolution of internal skills and the continuous measurement of processes. Mapping time and activities, identifying bottlenecks and analyzing actual resource use allows teams to have a shared basis for making informed decisions. Not to simplify complexity, but to transform it into a more solid governance tool.
“Our goal is to bring this culture throughout the Institute – concluded Tubertini –. Mixing data analysis and clinical expertise allows us to progressively improve the paths”. A vision that aims to make efficiency an ally of quality, not a constraint: because in rehabilitation, the clarity of processes is not an organizational detail, but a fundamental condition for offering truly continuous, coordinated and strong assistance.
