From Factory Floor to Hospital Ward: What Healthcare Can Learn from JLR
What if some of the most useful lessons for improving healthcare came from a car factory? That’s exactly what happened when the Innovate team visited Jaguar Land Rover’s (JLR) Solihull plant. The experience offered unexpected insight and inspiration, revealing practical lessons we can apply to how we work, how we lead, and how we deliver care.
One of the most compelling takeaways was the role of automation and sensor technology. While the Trusts’ digital strategies already set out ambitions around improving safety and efficiency through digital tools, the visit challenged us to think bigger.
What if we scanned and recorded every item as it entered the system — from stock to surgical implants? Imagine knowing exactly which prosthetic hip went into which patient, improving traceability, reducing waste, and even helping to prevent theft. It’s not just about inventory; it’s about patient safety and smarter workflows.
Talking about the visit, Dan Milman, Chief Executive Officer of Innovate said: “We’re not trying to turn healthcare into a production line. But we are serious about learning from the best — wherever we find it. The visit to JLR showed us what’s possible when you combine smart systems with a culture that values consistency, quality, and accountability.
“It’s not about copying what JLR does down to the letter, but it’s about being inspired by other industries and how they think.”
During the visit, the Innovate team were also struck by JLR’s commitment to standardisation. Their processes are clearly defined, consistently followed, and supported by systems that make it easy to do the right thing.
It prompted us to reflect on how, in healthcare, we sometimes allow individual preferences to shape how systems are used — for example, when a clinician opts for paper over digital tools. The lesson from JLR is that consistency isn’t about removing flexibility; it’s about creating clarity, confidence, and shared accountability in how things are done.
This thinking is especially relevant as we continue to implement our Electronic Patient Record (EPR) Programme. It’s not just a new IT system, it’s a whole-organisation transformation that requires everyone to adopt a digital-first approach.
As our Trusts are joining a single EPR system with University Hospitals Coventry and Warwickshire (UHCW), we’re working within a shared framework where processes need to be agreed across organisations. That means we’ll need to be thoughtful about where variation is appropriate, and where alignment is essential.
The visit to JLR reminded us that innovation doesn’t always start within our own sector. Sometimes, the most valuable insights come from stepping outside our usual environment and seeing how others solve complex problems. Whether it’s through automation, standardisation, or a culture of continuous improvement, there’s a lot we can learn to meet the challenges we face in healthcare.
This ambition is firmly rooted in our Business Plan and reflects the wider direction of the NHS 10 Year Plan — both of which call for smarter systems, greater consistency, and a digital first approach to healthcare.
“What stood out at JLR wasn’t just the technology, it was the clarity of purpose,” said Dan Milman. “Everyone knew the process, trusted the system, and understood their role in making it work. That’s the kind of culture we need to build through the EPR programme. It’s not just about delivering a system; it’s about enabling a shared way of working that puts quality and consistency at the heart of care.”
By putting quality and consistency at the centre of how we work, we can unlock greater productivity. When processes are clear and systems are reliable, clinicians spend less time on administration and duplication, and more time on what matters most — delivering outstanding care. It’s a shift that not only improves outcomes, but also builds confidence across the system. Just like on the factory floor, clarity and trust in the process can drive excellence.