Implementing lean in knowledge work: Implications from a study of the hospital discharge planning process

McDermott, Christopher; Venditti, Ferdinand J.

doi:10.1007/s12063-015-0103-7

Cited by 31 publications

(42 citation statements)

References 45 publications

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“…The staff of those units included people without a medical background. Consistent with McDermott and Venditti (2015), the involvement of people who are not involved on a daily basis with the clinical activities can be crucial, in order to design the clinical activities according to a process logic and then to identify problems. In addition to the commitment and the availability of the HLM team and the employee participation, the support of the top management was crucial.…”

Section: Discussion Of the Resultsmentioning

confidence: 99%

“…Although Waring and Bishop (2010) underlined the perplexities and struggles with the translation of lean management practices into the clinical practice, this approach has demonstrated interesting results, mostly in terms of productivity, cost, and timely care delivery, but also in patient care improvement (Toussaint & Berry, 2013;Kollberg et al, 2006). According to McDermott and Venditti (2015), learning about the effectiveness, tools, and practices of lean management in a knowledge-based work environment needs to be increased. As the settings are different from the manufacturing industry, the key elements required for a successful project implementation could vary.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…As the settings are different from the manufacturing industry, the key elements required for a successful project implementation could vary. In particular, the peculiar characteristics of the knowledge-based work environment with regards to task uncertainty, process invisibility, and architectural ambiguity, are particularly evident in front-office operations, rather than in back-office ones (McDermott & Venditti, 2015;Staats et al, 2011). As emphasized by McDermott and Venditti (2015), specific contextual variables impact the effectiveness of the HLM.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In particular, the peculiar characteristics of the knowledge-based work environment with regards to task uncertainty, process invisibility, and architectural ambiguity, are particularly evident in front-office operations, rather than in back-office ones (McDermott & Venditti, 2015;Staats et al, 2011). As emphasized by McDermott and Venditti (2015), specific contextual variables impact the effectiveness of the HLM. Aiming at developing integrated value streams, HLM destroys the professional boundaries within which employees are used being in; in this way, HLM influences the social organization of healthcare (Waring & Bishop, 2010;Joosten et al, 2009).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Understanding lean & safety projects: analysis of case studies

Crema

Verbano

2017

Journal of Technology Management & Innovation

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Facing the current socio-economic contingency while guaranteeing a high level of care quality is particularly challenging in the field of healthcare. Through an integrated adoption of emerging managerial solutions, projects that allow organizations to achieve both efficiency and patient safety improvements could be implemented, thereby transposing policy directives towards a safer and more sustainable healthcare system. Therefore, the purpose of this paper is to investigate the features of Lean & Safety (L&S) projects. Three Health Lean Management (HLM) projects that had unexpected patient safety results were selected from the same region. Differences and similarities among the cases have been highlighted and interesting points of evidence have been noted. Despite the fact that the projects were pursuing similar objectives and benefiting from comparable support, the obtained changes had direct impact on patient safety enhancement in the cases that involved the front-office processes, and an indirect impact on patient safely for the L&S project that focused on back-office activities. The implementation processes and the Information and Communication Technologies (ICT) adoption of the cases are also different.

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Section: Discussion Of the Resultsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

Understanding lean & safety projects: analysis of case studies

Crema

Verbano

2017

Journal of Technology Management & Innovation

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“…However the methods and challenges of change are not industry specific (Balle, 2011;Bateman, Hines, & Davidson, 2014;Lander & Liker, 2007;Womack & Jones, 1996). Hence the thinking may be applied and adapted to many other situations such as service (Hadid & Mansouri, 2014), food supply (Vlachos, 2015), public sector (Bateman et al, 2014;Radnor & Johnston, 2013), knowledge work (McDermott & Venditti, 2015), construction (Sertyesilisik, 2014;Tommelein, 2015), and other industries.…”

Section: Lean Managementmentioning

confidence: 99%

Defining Lean Change—Framing Lean Implementation in Organizational Development

Pearce¹,

Pons²

2017

IJBM

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Problem -When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose -The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach -The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings -Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications-Practitioners should not focus on isolated improvements, but foster change from within for a sustained transformation to become a lean learning organisation. Originality -This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

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A systematic literature review of predicting patient discharges using statistical methods and machine learning

Pahlevani,

Taghavi,

Vanberkel

2024

Health Care Manag Sci

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Discharge planning is integral to patient flow as delays can lead to hospital-wide congestion. Because a structured discharge plan can reduce hospital length of stay while enhancing patient satisfaction, this topic has caught the interest of many healthcare professionals and researchers. Predicting discharge outcomes, such as destination and time, is crucial in discharge planning by helping healthcare providers anticipate patient needs and resource requirements. This article examines the literature on the prediction of various discharge outcomes. Our review discovered papers that explore the use of prediction models to forecast the time, volume, and destination of discharged patients. Of the 101 reviewed papers, 49.5% looked at the prediction with machine learning tools, and 50.5% focused on prediction with statistical methods. The fact that knowing discharge outcomes in advance affects operational, tactical, medical, and administrative aspects is a frequent theme in the papers studied. Furthermore, conducting system-wide optimization, predicting the time and destination of patients after discharge, and addressing the primary causes of discharge delay in the process are among the recommendations for further research in this field.

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Implementing lean in knowledge work: Implications from a study of the hospital discharge planning process

Cited by 31 publications

References 45 publications

Understanding lean & safety projects: analysis of case studies

Understanding lean & safety projects: analysis of case studies

Defining Lean Change—Framing Lean Implementation in Organizational Development

A systematic literature review of predicting patient discharges using statistical methods and machine learning

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