Medical commitment to Lean: an inductive model development

Fournier, Pierre‐Luc; Jobin, Marie‐Hélène

doi:10.1108/lhs-02-2018-0015

Cited by 10 publications

(16 citation statements)

References 40 publications

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“…The proper focus on the value added to patients and the well-being improvements among hospital workers, created by a well-designed sustainable continuous improvement system, would certainly represent an enormous contribution to society. (Clark, Moller, & O'Brien, 2014) CS A10 N/A I3;I4 N/A (Colldén, Gremyr, Hellström, & Sporraeus, 2017) CS A17 N/A N/A N/A (Costa, Filho, Rentes, Bertani, & Mardegan, 2017) (Hwang, Hwang, & Hong, 2014) CS A2;A6;A17 T42; T29; T28; T20 N/A N/A (Improta et al, 2018) AR A1 T41;T30; T27; T1; T8 I1;I3 N/A (Lot et al, 2018) AR A4 T41; T29; T13; T4; T31; T30 I2;I3;I5 N/A (Mannon, 2014) CS A2;A3; T29; T27; T13 I1 N/A (Matt, Rauch, & Franzellin, 2015) AR A2 N/A I2;I3;I5 D3 (Mehdi & Al Bahrani, 2017) CS A11 T39; T8; T17 I1;I2;I3;I4 N/A (Miller & Chalapati, 2015) CS A4 T41; T30 I3 D1;D3 (Nanda, Rybkowski, Pati, & Nejati, 2017) CS A3 T31; T22 N/A N/A (Narayanamurthy, Gurumurthy, & Lankayil, 2018) CS A4;A14 T33; T2; T32; T49; T10 N/A N/A (Nayar, Ojha, Fetrick, & Nguyen, 2016) AR A2 T12; T44; T36 I3;I4 D5 (P. Simons et al, 2017) CS A11 T41;T30; T22; T17 N/A N/A (Pineda Dávila & Tinoco González, 2015) AR A7 T30; T4; T42 I1;I2;I4;I5 N/A (Poksinska, Fialkowska-Filipek, & Engström, 2017) (Fournier & Jobin, 2018) CS…”

Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

Implementation of lean in health care environments: an update of systematic reviews

Lima

Dinis‐Carvalho

Souza

et al. 2020

IJLSS

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Purpose Even though the implementation of lean in health care environments is relatively recent, it has been receiving a lot of attention in recent years. Partly because of the fact that it is a recent field of practise and research and partly because the number of works developed in this field has grown rapidly, it is important to frequently update the perspectives on this field of investigation. Thus, this study aims to review the implementation of lean tools and techniques applied to hospital organizational areas in a five-year period, between 2014 and 2018, complementing some of the most relevant reviews already published. The most important criteria such as tools, methods and principles, hospital areas intervened, improvements and difficulties were assessed and quantified. Design/methodology/approach As starting point for this systematic literature review (SLR), a set of selected pre-existing review publications was used to support the current study and as the ground base for the expansion of the studies about lean health care. The current study contemplated 114 articles from a five-year period between 2014 and 2018. A subset of 58 of these articles was critically assessed to understand the application of lean tools and methods in different hospital areas. Findings The thorough analysis of selected articles show a lack of works in continuous improvement approaches when compared to the application of production organization methods, visual management and diagnosing and problem-solving tools. The reported improvement results demonstrate alignment with the principles and foundations of lean philosophy, but such results are presented in isolated initiatives and without robust evidence of long-term maintenance. Moreover, this study shows an evolution in the number of articles referring to lean implementation in hospital areas, but in its great majority, such articles report isolated implementations in different areas, not spreading those for the global organization. Thus, some of the main recommendations are the need to implement studies on complete flows of patients, drugs and materials, instead of isolated initiatives and strive to promote the cultural change of hospitals through structural changes, following new visions and strategic objectives, supported by real models of continuous structural and sustained improvement. Originality/value The current study develops a new perspective of the articles published under the thematic of lean health care, published in a recent period of five years, which are not completely covered by other works. Additionally, it explicitly applied, in an innovative way, an approach that used a set of previous reviews as the starting point for this SLR. In this way, it integrates approaches and categories from different SLRs, creating a framework of analysis that can be used by future researchers. Finally, it shows the most recent implementations of lean health care, exposing the current trends, improvements and also the main gaps.

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Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

Implementation of lean in health care environments: an update of systematic reviews

Lima

Dinis‐Carvalho

Souza

et al. 2020

IJLSS

View full text Add to dashboard Cite

show abstract

“…The highest level of maturity was found for "adhering to routines" and the lowest for "having a change agent in the unit". Maturity was positively associated with satisfaction with care and adherence to the national guidelines to improve the quality of health care VI Fournier (21) 2018 Canada…”

Section: Institutional Professionalmentioning

confidence: 99%

“…Regarding the professional perspective, the studies presented findings related to job satisfaction (23,26) and regarding the care provided (20) ; medical adherence (21) to Lean; workforce flexibility (27) ; leadership of the team (27,36) ; attitudes (31)(32) ; behavior (31) ; commitment (32) ; time devoted to assistance (33) , and the change of roles and responsibilities with the implementation of Lean (34) .…”

Section: Institutionalmentioning

confidence: 99%

“…One of the studies highlighted that medical adherence influences the results of Lean (21) , revealing that younger, less experienced physicians were more likely to be committed to the initiative; in addition, the training level and positive previous experience facilitated adherence to the method. Some factors of medical resistance were highlighted, such as longest professional experience, reorganization of the work process, and the threat in the power relationship (21) . As the challenge of adhering to Lean, the other health professionals face the different characteristics in the work process, autonomy in decision-making, and engagement of the team (34) .…”

Section: Institutionalmentioning

confidence: 99%

“…The medical professional plays an important role for the culture of continuous improvement (21) ; however, it is worth mentioning that the approach of the multidisciplinary team, together with the training of this philosophy, is fundamental for the achievement of results in the implementation and maintenance of Lean (13,(39)(40) .…”

Section: Institutionalmentioning

confidence: 99%

See 2 more Smart Citations

Lean Healthcare in the institutional, professional, and patient perspective: an integrative review

Fernandes

Jesus

Silva

et al. 2020

Rev. Gaúcha Enferm.

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Objective: To analyze the scientific evidences in the literature about the evaluation of Lean Healthcare after its implementation. Method: An integrative review conducted in the CINAHL, Scopus, WOS, and Embase databases, and in the PubMed portal, resulting in 18 articles published in English, Spanish and Portuguese, from 2008 to 2019. Results: The findings were categorized into results for the institution, professional, and patient. The predominant category was institutional, with cost analysis and increased productivity, followed by the professional, with job satisfaction and leadership, and finally the patient, with satisfaction, attitudes, and behaviors. Conclusion: This study reinforces the need to establish, for management, a systematic method of monitoring the results achieved in the Lean Healthcare implementation phase. Since the value in this method is defined by the patient, further research in this aspect may lead to new evidence.

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The antecedents of physicians’ behavioral support for lean in healthcare: The mediating role of commitment to organizational change

Fournier

Chênevert

Jobin

2021

International Journal of Production Economics

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Medical commitment to Lean: an inductive model development

Cited by 10 publications

References 40 publications

Implementation of lean in health care environments: an update of systematic reviews

Implementation of lean in health care environments: an update of systematic reviews

Lean Healthcare in the institutional, professional, and patient perspective: an integrative review

The antecedents of physicians’ behavioral support for lean in healthcare: The mediating role of commitment to organizational change

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