A framework to assess sustaining continuous improvement in lean healthcare

A simulation-based performance investigation of downstream operations in the Indian Surimi Supply Chain using environmental value stream mapping

“…The paradigm of lean holds appropriate for the food supply chain owing to the uncertainty existing at the customer end empowering switching sources, shorter shelf life demanding flexible production and delivery, increased quality requirements, cost and availability (Folinas et al, 2013). Introduced to upkeep organizational efficiency (Barth and Melin, 2018), the concept of lean hosted for the production sector has extended its applicability into domains such as administration (Belayutham et al, 2016); public administration (Mustosm€ aki et al, 2020); healthcare (Henrique et al, 2020) and service sector (Piercy and Rich, 2009). In precise, the principles of lean emphasis on pull production, waste elimination, streamlining of processes, zero defects, continuous improvements and quality at the source that have been implemented across diverse disciplines and proven commendable (Kumar et al, 2018).…”

Addressing critical failure factors and barriers in implementing Lean Six Sigma in Italian public hospitals

“…Moreover, the Lean health-care literature is also characterised by a multitude of speculative studies (de Souza, 2009). In contrast to case study-based research, these studies discuss potential improvements that can be achieved by implementing the method and/or describe the Lean toolbox, but they do not provide concrete evidence (de Souza, 2009; Henrique et al , 2020). Most speculative papers on Lean argue that the methodologies are particularly well-adapted for health-care organisations because its principles are intuitive and compelling, and the paradigms can be easily managed by doctors and technicians (Glasgow et al , 2010; Antony et al , 2018).…”

“…However, these studies have focussed more on the benefits and performance improvements than on how to manage the implementation and the challenges organisations must overcome to adopt these continuous improvement methodologies, particularly with LSS (Antony et al , 2018; Curatolo et al , 2014; Feng and Manuel, 2008). The literature does not clarify the organisational and management changes to be addressed nor the different following approaches related to the level of implementation: processes, departments or the entire organisation (Curatolo et al , 2014; Glasgow et al , 2010; Henrique et al , 2020). Moreover, there is also a lack of a comprehensive framework that specifically integrates the concepts of Lean and Six Sigma through an implementation of roadmap.…”

“…Nowadays, most researchers point out that the implementation of LSS in health-care settings is not self-evident. Systemic adoption in the entire organisation requires a clear strategic vision, a strong commitment on the part of management, a well-define series of techniques and tools and a great organisational effort to overcome organisational and cultural barriers and obstacles (Henrique et al , 2020; Albliwi et al , 2014; Curatolo et al , 2014; de Souza and Pidd, 2011). Although many studies have focussed on these factors, they have been studied in a piecemeal fashion, and their interrelationships are not well known (Hilton and Sohal, 2012; McIntosh et al , 2014).…”

Exploration and prioritization of just in time enablers for sustainable health care: an integrated GRA-Fuzzy TOPSIS application

“…The services organizations are adopting improvement measures from the manufacturing sector for achieving excellence in the production and delivery of high specification products (Henrique et al , 2020; Kaswan and Rathi, 2020a, 2020b). Despite, its evolution in manufacturing JIT found its foundation in a slew of service sectors such as banking, finance, education, hospitality and health-care sectors (Barlow, 2002; Khorasani et al , 2020).…”