Lean thinking: Can it improve the outcome of fracture neck of femur patients in a district general hospital?

BackgroundThe healthcare scenario in developed countries is changing deeply: patients, who are frequently affected by multi-pathological chronic conditions, have risen their expectations. Simultaneously, there exist dramatic financial pressures which require healthcare organizations to provide more and better services with equal (or decreasing) resources. In response to these challenges, hospitals are facing radical transformations by bridging, redesigning and engaging their organization and staff.MethodsThis study has the ambitious aim to shed light and clearly label the trends of change hospitals are enhancing in developed economies, in order to fully understand the presence of common trends and which organizational models and features are inspiring the most innovative organizations. The purpose is to make stock of what is known in the field of hospital organization about how hospitals are changing, as well as of how such change may be implemented effectively through managerial tools. To do so the methodology adopted integrates a systematic literature review to a wider engaged research approach.ResultsEvidence suggests that the three main pillars of change of the system are given by the progressive patient care model, the patient-centered approach and the lean approach. However, there emerge a number of gaps in what is known about how to exploit drivers of change and their effects.ConclusionsThis study confirms that efforts in literature are concentrated in analyzing circumscribed experiences in the implementation of new models and approaches, failing therefore to extend the analysis at the organizational and inter-organizational level in order to legitimately draw consequences to be generalized. There seem to be a number of “gaps” in what is known about how to exploit drivers of change and their effects, suggesting that the research approach privileged till now fails in providing a clear guidance to policy makers and to organizations’ management on how to concretely and effectively implement new organizational models.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-017-2306-0) contains supplementary material, which is available to authorized users.

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“…Further improvements were also reported in door-to-theatre time, use of trauma beds and early discharge from hospitals [66]. …”

Section: Resultsmentioning

confidence: 99%

Exploring “patient-centered” hospitals: a systematic review to understand change

Gabutti

Mascia

Cicchetti

2017

BMC Health Serv Res

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“…The employees should be supported for proposing new ideas directly to their colleagues or supervisors. [7] Although most of the lean healthcare studies include kaziens, the studies of Spear [26] and Yousri, Khan [27] are distinguishable among others. Spear [26] applied kaizen in Life Care Hospital, Monongahela Valley Hospital, UPM Health Centre and Allegheny General Hospital with the intention of remedy non-complete tests of the patients before surgery, improving on-time delivery of the medicine to the patients and increasing awareness in hygiene.…”

Section: Kaizenmentioning

confidence: 99%

“…Spear [26] applied kaizen in Life Care Hospital, Monongahela Valley Hospital, UPM Health Centre and Allegheny General Hospital with the intention of remedy non-complete tests of the patients before surgery, improving on-time delivery of the medicine to the patients and increasing awareness in hygiene. Besides, Yousri, Khan [27] conducted kaizen studies in Goodhope Hospital to improve the quality of the service that is given to patients with femur fracture. Vegting, van Beneden [28] introduced several kaizens to reduce the costs of unnecessary diagnostic tests.…”

Section: Kaizenmentioning

confidence: 99%

Lean transformation to reduce costs in healthcare: A public hospital case in Turkey

Yurtkuran

Özdemir

Yurtkuran

et al. 2017

JHA

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Until recently, hospitals have adapted a series of quality standards to improve the quality of their services. However, these standards do not provide any cost reduction that is worth mentioning within which qualified personnel, material and indirect costs are already very high. To overcome this problem, lean production techniques have been integrated to the healthcare processes in the last few years. This study aimed to reduce costs by both improving and shortening the time of Social Security Instituition (SSI) based invoicing processes of a public hospital in Bursa, Turkey during the period of 2013-2014. To accomplish this goal various lean tools such as value stream mapping, poka-yoke, kaizen and standardization were presented and implemented. For validation purposes, montly SSI cuts, total income and process times before and after the lean transformation were analysed and compared. Furthermore, patient satisfaction surveys were carried out in order to investigate the negative effects of cost oriented lean studies. Results reveal that a clear improvement in total income is achievable, while maintaining the patient satisfaction levels. In this case, an eight percent improvement in SSI cuts resulting in a clear improvement on total income values has been obtained. Findings indicate that implementing lean tools on hospital processes is an effective way to reduce the healthcare costs while maintaining the patient satisfaction levels. The results of this study will stimulate the research in adopting lean techniques not only for patient satisfaction, but also for cost reduction purposes in hospitals.

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“…Recently, LHMS has received substantial interest in the healthcare industry. There has been an effort to study lean in healthcare industry [14,15]. LHMS in healthcare industry positively benefits for the patient, clinicians, and stakeholders [3,16], in addition detecting waste and eliminating waste [17][18][19].…”

Section: Introductionmentioning

confidence: 99%

The Development of Lean Healthcare Management System (Lhms) for Healthcare Industry

Habidin¹

2017

Asian J Pharm Clin Res

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Objective: The objective of this study was to identify lean healthcare management system (LHMS) constructs and to develop model to test the validity (exploratory [EFA] and confirmatory factor analysis [CFA]) of LHMS constructs for Malaysian healthcare industry.Methods: Data were obtained from 238 healthcare managements in Malaysian healthcare industry. This report presents the results of the EFA, reliability analysis, and CFA which are empirically verified.Results: A set of assessment measurement of LHMS constructs is expected to be suitable for characteristics and improves the competitiveness. The result shows that eight constructs of LHMS are acceptable in this study. Conclusion:This research specifies a study which is based on the LHMS measurement includes leadership, employee involvement, organizational culture, customer focus, technological innovation, process innovation, managerial innovation, and healthcare performance. This study provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve performance through the implementation of LHMS.

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Lean thinking: Can it improve the outcome of fracture neck of femur patients in a district general hospital?

Cited by 52 publications

References 6 publications

Exploring “patient-centered” hospitals: a systematic review to understand change

Exploring “patient-centered” hospitals: a systematic review to understand change

Lean transformation to reduce costs in healthcare: A public hospital case in Turkey

The Development of Lean Healthcare Management System (Lhms) for Healthcare Industry

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