Leveraging Lean in Healthcare

Protzman, Charles W.; Mayzell, George; Kerpchar, Joyce

doi:10.1201/b10406

Cited by 11 publications

(5 citation statements)

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“…These actors package and contextualize ideas to fit certain fields -e.g. lean management in healthcare (Protzman, Mayzell, & Kerpchar, 2010) -as they produce and distribute books, management 'recipes' and best practices through written and oral presentations (Rövik, 2002;Sahlin-Andersson, 1996). Overall, this stream of research focuses on the introduction of a new idea to a field, not its subsequent change based on influences from, for instance, organizational translations.…”

Section: Idea Travelling and Translationmentioning

confidence: 99%

Multidirectional Idea Travelling Across an Organizational Field

Nielsen

Mathiassen

Newell

2021

Organization Studies

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Organizational scholars are increasingly interested in understanding how ideas travel across an organizational field. While most studies focus on how travelling ideas translate into organizational practices, we lack insights into the broader issue of how ideas translate as they move among heterogeneous actors across the field. To explore this multidirectional travelling of ideas, we build on the notion of translation ecology to capture the ongoing interactions among field members as they are involved in translation work within and outside adopting organizations. To develop our argument, we draw from a longitudinal, twenty year, case study of a public sector digital transformation program in Denmark through which ideas about mobile technology use for caregivers spread across the entire homecare field. By following the mobile technology initiative over time, we show how ideas travelled in multiple directions as adopting organizations and other influential field actors participated in and contributed to diverse practices across organizations. Based on our analyses, we identify three distinct forms of multidirectional idea travelling—reinforcing, complementing and polarizing—and describe how they together shape the morphing of ideas as they move among heterogeneous actors in a translation ecology. As a result, we advance knowledge about multidirectional idea travelling as an under-theorized and important perspective in the translation literature.

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Section: Idea Travelling and Translationmentioning

confidence: 99%

Multidirectional Idea Travelling Across an Organizational Field

Nielsen

Mathiassen

Newell

2021

Organization Studies

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“…The Lean initiatives emphasise patient needs by reducing costs and increasing efficiency of the delivery speed of the medical services (Hagan, 2011). Normally, Lean initiatives include “5 S” practices, process mapping, value stream mapping (VSM), Kaizen methods, and just-in-time (JIT) approach for continuous improvement in the quality performance of the healthcare organisation (Protzman et al , 2010). Process mapping eliminates non-essential elements in the work processes by using flow charts and process map to better understand quality improvement processes of the healthcare organisation.…”

Section: Literature Reviewmentioning

confidence: 99%

Effect of Lean Six Sigma on quality performance in Malaysian hospitals

Ahmed

Manaf

Islam

2018

IJHCQA

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Purpose The purpose of this paper is to investigate the effects of Lean Six Sigma (LSS) and workforce management on the quality performance of Malaysian hospitals. This paper also investigates the direct and indirect relationships between top management commitment and quality performance of the healthcare organisations in Malaysia. Design/methodology/approach This study applied stratified random sampling to collect data from 15 different hospitals in Peninsular Malaysia. The self-administered survey questionnaires were distributed among 673 hospital staff (i.e. doctors, nurses, pharmacists, and medical laboratory technologists) to obtain 335 useful responses with a 49.47 per cent valid response rate. The research data were analysed based on confirmatory factor analysis and structural equation modelling by using AMOS version 23 software. Findings The research findings indicated that LSS and workforce management have a significant impact on quality performance of the Malaysian hospitals, whereas senior management commitment was found to have an insignificant relationship with quality performance. The research findings indicate that senior management commitment has no direct significant relationship with quality performance, but it has an indirect significant relationship with quality performance through the mediating effects of LSS and workforce management. Research limitations/implications This research focussed solely on healthcare organisations in Malaysia and thus the results might not be applicable for other countries as well as other service organisations. Originality/value This research provides theoretical, methodological, and practical contributions for the LSS approach and the research findings are expected to provide guidelines to enhance the level of quality performance in healthcare organisations in Malaysia as well as other countries.

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“…The fundamental principles of Lean Thinking include continuous improvement and respect for people ( 8 , 20 ). However, effective inter-professional collaboration and problem solving may be challenging in hospitals which are traditionally segmented in silos, as people may not be organized or trained to see how the system as a whole is working ( 22 ).…”

Section: Introductionmentioning

confidence: 99%

Reducing Changeover Time Between Surgeries Through Lean Thinking: An Action Research Project

et al. 2022

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BackgroundMaximizing the utilization of the operating room suite by safely and efficiently changing over patients is an opportunity to deliver more value to patients and be more efficient in the operating suite. Lean Thinking is a concept that focuses on the waste inadvertently generated during organization and development of an activity, which should maximize customer value while minimizing waste. It has been widely applied to increase process efficiency and foster continuous improvement in healthcare and in the operating room environment. The objective of this paper is to provide insight on how healthcare professionals can be engaged in continuous improvement by embracing Lean Thinking and ultimately reducing changeover time between surgeries.MethodsUsing an action research approach, Lean methodology such as Gemba walks, Process Mapping, Root-Cause-Analysis, and the Single Minute Exchange of Dies (SMED) system was applied to understand the causes of variability and wastes concerning changeovers and improve processes in the context of gynecological- and general surgery. Data were collected and analyzed through observations and video recordings. Problem and issue have been raised to management team attention and included in the annual balanced scorecard of the hospital. This initiative has been also made relevant to the team working in the operating suite and related processes before and after the entry of the patient in the operating suite.ResultsImproved patient flow and inter-professional collaboration through standardized and safer work enabled effective parallel processing and allowed the hospital to reduce changeover time between operations by 25% on average, without changes in terms of infrastructure, technology or resources.ConclusionLean thinking allowed the team to re-evaluate how the whole operating suite performs as a system, by starting from a sub-process as changeover. It is fundamental in order to improve further and obtain sustainable results over time, to act on a system level by defining a common goal between all stakeholders supported by a management and leading system such as visual/weekly management, optimizing planning, implementing standard-works to be followed by every associate and guaranteeing the role of the surgeon as process driver who pull performances.

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Leveraging Lean in Healthcare

Cited by 11 publications

References 0 publications

Multidirectional Idea Travelling Across an Organizational Field

Multidirectional Idea Travelling Across an Organizational Field

Effect of Lean Six Sigma on quality performance in Malaysian hospitals

Reducing Changeover Time Between Surgeries Through Lean Thinking: An Action Research Project

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