Lean leadership: an ethnographic study

Aij, Kjeld Harald; Visse, Merel; Widdershoven, Guy

doi:10.1108/lhs-03-2014-0015

Cited by 38 publications

(108 citation statements)

References 26 publications

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“…18,19 Two major lean principles that are applied "in the gemba" are seeking perfection and embracing scientific thinking. 20,21 A gemba walk or huddle is an opportunity for the team to gather where the work occurs and observe work as it happens. 18,22 Gemba huddles create a safe, nonpunitive forum for reflection, input, and observation.…”

mentioning

confidence: 99%

Using Gemba Boards to Facilitate Evidence-Based Practice in Critical Care

Bourgault

Upvall

Graham

2018

Critical Care Nurse

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Background Tradition-based practices lack supporting research evidence and may be harmful or ineffective. Engagement of key stakeholders is a critical step toward facilitating evidence-based practice change. Gemba, derived from Japanese, refers to the real place where work is done. Gemba boards (visual management tools) appear to be an innovative method to engage stakeholders and facilitate evidence-based practice. Objectives To explore the use of gemba boards and gemba huddles to facilitate practice change. Methods Twenty-two critical care nurses participated in interviews in this qualitative, descriptive study. Thematic analysis was used to code and categorize interview data. Two researchers reached consensus on coding and derived themes. Data were managed with qualitative analysis software. Results The code gemba occurred most frequently; a secondary analysis was performed to explore its impact on practice change. Four themes were derived from the gemba code: (1) facilitation of staff, leadership, and interdisciplinary communication, (2) transparency of outcome data, (3) solicitation of staff ideas and feedback, and (4) dissemination of practice changes. Gemba boards and gemba huddles became part of the organizational culture for promoting and disseminating evidence-based practices. Conclusions Unit-based, publicly located gemba boards and huddles have become key components of evidence-based practice culture. Gemba is both a tool and a process to engage team members and the public to generate clinical questions and to plan, implement, and evaluate practice changes. Future research on the effectiveness of gemba boards to facilitate evidence-based practice is warranted. (Critical Care Nurse. 2018;38[3] T ransition from tradition-based practices, sometimes referred to as rituals or "sacred cows," 1 to evidence-based practice (EBP) is a challenge for health care providers. Many current tradition-based practices lack adequate evidence and have the potential to create harm.2-4 For example, assessment of feeding tube placement using auscultation (air insufflation) is an inaccurate method that has been associated with complications such as pneumothorax and pneumonia. 5,6 Radiography is the most common standard to verify feeding tube placement, but the effort to deimplement (stop) feeding tube assessment by auscultation continues. 5,6 There is a need for nurses to modify tradition-based clinical practices that are harmful, ineffective, or lacking PhD, RN, CNL, 12201 Research Parkway, Suite 300, Orlando, FL 32826 (email: annette.bourgault@ucf .edu).To purchase electronic or print reprints, contact the American Association of CriticalCare Nurses, 101 Columbia, Aliso Viejo, CA 92656. Phone, (800) 899-1712 or (949) 362-2050 (ext 532); fax, (949) 362-2049; email, reprints@aacn.org. evidence and incorporate EBP to achieve optimal patient outcomes and use of resources.

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confidence: 99%

Using Gemba Boards to Facilitate Evidence-Based Practice in Critical Care

Bourgault

Upvall

Graham

2018

Critical Care Nurse

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“…Additionally, research included two behaviors of leadership as contributing in lean success that is communicative (social) and directing as (micro manager). Similarly (Aij et al, 2015) emphasized that leader should perceived the intend of process by practical observation of the processes. The study also highlighted that communication with sub-ordinates, employee promotion and empowerment, trust on employees and openness to experience are the key factors of leadership which positively affect lean success.…”

Section: Lean and Leadershipmentioning

confidence: 99%

The Chronological studies of lean and leadership for improvement of organizational performance

Usmani

Sami

Baig

et al. 2019

JPVAI

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The objective of this review is to identify the most effective characteristics of leaders to enable lean implementation, and helps the organization to improve or change their already implemented strategies to enhance performance through lean. The litreture aim to measure the leadership style for implementation of lean contributes towards building behaviors of leaders that supports the change process like lean. The methodology contains peer reviewed journal, which uncovered 67 reviewed articles from 2003-2017. The conclusion after review explore that senior management and human resources must support and operationalized such opportunity of development. The development is purposed to enable lean implementation. The proper implementation of leadership behaviors improved the success of lean system and validates to achieve high sustainability in performance.

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“…Aij et al [16] have reported three common leadership characteristics that are critical to successful lean implementation in the context of healthcare practice: 1) going to the gemba, 2) empowerment and trust, and 3) modesty and openness.…”

Section: Lean Leadership's Attributes and Practicesmentioning

confidence: 99%

“…Nevertheless, delving in the lean literature, one term is pervasive in many books, research papers, experts' speeches, and articles: 'Leadership'. Whether 'lack of leadership' is listed as a key failure factor or 'effective leadership' is listed as a key success factor, there is consensus on the role of leadership as an imperative in any lean turnaround [6,8,[16][17][18][19][20][21].…”

Section: Introductionmentioning

confidence: 99%

Lean Leadership Practices-A Literature Review

Ashtiani¹,

Bhuiyan²,

Mk³

2017

Ind Eng Manage

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This paper presents a review of the literature on lean leadership practices. We begin with a brief review of the literature on lean origins and history, followed by a quick introduction to lean principles, building blocks, and prominent implementation frameworks in the literature, and conclude by reviewing the scarce literature on the focused subject of lean leadership in terms of tools, practices, attributes, and frameworks. A critical gap has been identified in the literature with regards to a holistic and practical leadership model for companies that are willing to make a changeover to a lean business system. This review reveals the need for a meticulously developed leadership model based on empirical evidence. It also discusses the necessity of developing new lean tools for leadership or adapting the existing lean tools to leadership tasks.

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Lean leadership: an ethnographic study

Cited by 38 publications

References 26 publications

Using Gemba Boards to Facilitate Evidence-Based Practice in Critical Care

Using Gemba Boards to Facilitate Evidence-Based Practice in Critical Care

The Chronological studies of lean and leadership for improvement of organizational performance

Lean Leadership Practices-A Literature Review

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