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English: The hospital called it the Flow Improvement Programme, a name so neutral that nobody could object to it without sounding opposed to improvement itself. Posters appeared first. They showed clean arrows moving from admission to treatment to discharge. Then came dashboards in staff rooms: average transfer time, room turnaround, supply delivery, discharge processing, and dozens of smaller indicators. Green meant target achieved. Amber meant attention required. Red meant failure. For the first month, most employees treated the screens as another management fashion. By the third month, the colours had...
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