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The case study / report presented describes how processes were improved using Lean Value Stream Mapping tools and Queue Theory tools. Major outcomes were focused on reducing waiting time for patient access to treatment slots and reducing daily waiting time for access to treatment slots. The performance improvement was in the order of 75% total access slots, reducing from two hours to 30 minutes; and access to care waiting time reduced from more than three months to same day access to special cases; and one week waiting time or “planned access” to all other. The process redesign also eliminated up to three hours of overtime daily.