Quality and lean health care: A system for assessing and improving the health of healthcare organisations

Dahlgaard, Jens J.; Pettersen, Jostein; Dahlgaard‐Park, Su Mi

doi:10.1080/14783363.2011.580651

Cited by 234 publications

(200 citation statements)

References 19 publications

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“…ICU-CCN is therefore an important factor for ICU quality of care. It is of interest to know whether ICU managers precisely assess the ICU-CCNs workload (1,3) . A widely used and validated instrument to assess ICU-CCN workload is the Nursing Activities Score (NAS) (10)(11)(12)(13)(14) .…”

Section: Introductionmentioning

confidence: 99%

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Interrater reliability of Nursing Activities Score among Intensive Care Unit health professionals

Stuedahl

Vold

Klepstad

et al. 2015

Rev. esc. enferm. USP

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Objective: To analyze the interrater reliability of NAS among critical care nurses and managers in an ICU. Method: This was a methodological study performed in an adult, general ICU in Norway. In a random selection of patients, the NAS was scored on 101 patients by three raters: a critical care nurse, an ICU physician and a nurse manager. Interrater reliability was analyzed by agreement between groups and kappa statistics. Results: The mean NAS were 88.4 (SD=16.2) and 88.7 (SD=24.5) respectively for the critical care nurses and nurse managers. A lower mean of 83.7 (SD=21.1) was found for physicians. The 18 medical interventions showed higher agreement between critical care nurses and physicians (85.6%), than between critical care nurses and nurse managers (78.7). In the five nursing activities the Kappa-coefficients were low for all activities in all compared groups. Conclusion: The study indicated a satisfactory agreement of nursing workload between critical care nurses and managers.

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Section: Introductionmentioning

confidence: 99%

“…Health care is in continuous development and should meet increasing demands for changes in terms of technology, new treatments, and quality of care (1)(2) . Intensive care units (ICUs) are not exempt from such change requirements and their associated costs (3) .…”

Section: Introductionmentioning

confidence: 99%

Interrater reliability of Nursing Activities Score among Intensive Care Unit health professionals

Stuedahl

Vold

Klepstad

et al. 2015

Rev. esc. enferm. USP

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“…Several authors emphasize that successful implementation of Lean production requires a change in the culture of an organization (see e.g. Liker, 2004;Mann, 2005;Bhasin and Burcher, 2006;Dahlgaard et al, 2011). The key factor in creating and changing organisational culture is leadership (Schein, 2010).…”

Section: Introductionmentioning

confidence: 99%

The daily work of Lean leaders – lessons from manufacturing and healthcare

Poksińska

Swartling

Drotz

2013

Total Quality Management & Business Excellence

135

203

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The aim of this paper is to contribute to a better understanding of managerial practices and leadership in Lean organisations. The results presented here are based on five case studies. The manager's role changed radically with the implementation of Lean production. The focus in managerial tasks changed from managing processes to developing and coaching people. Supporting structures were developed to empower employees and give them more responsibility for daily management activities. These supporting structures included visual control, goal deployment, short daily meetings, two-way communication flow, and a system of continuous improvement. Many leadership behaviours exhibited by Lean managers can be classified as transformational leadership behaviours. However, the need for transformational leadership behaviours was smaller, if the supporting management structure was strong

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“…This is exceedingly important to ascertain, in the context of ever-increasing cross-and multiculturalism, including in meetings around the world. Green (2012, p141) cites studies reported by Dahlgaard, Pettersen & Dahlgaard-Park (2011), Chung, Hsu & Tsai (2010 and Prajogo & McDermott (2005) The above cover a wide range of behavioural impacts. This article focuses on the following five aspects and uses of music, each of which can be profitably utilised in the context of meetings:  Emotion and mood (constituting by far the most documented aspect)  Tribal glue 4 and Trust (especially for team building)  Cognition  Movement and stress release  Humour.…”

Section: What Is Music and How Does It Influence Behaviour?mentioning

confidence: 99%

Improving the quality of meetings using music

Niekerk

Page-Shipp

2013

Total Quality Management & Business Excellence

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Music"s power in leadership and the development of trust has been both recognised and documented at least since the time of the Ancient Greeks. The potential impact of faceto-face meetings, as opposed to communication by other means -even aided by a battery of technological developments -is also widely accepted. The authors argue that modern quality-driven managers are missing a significant opportunity by their apparent failure to perceive and exploit the synergy between these two elements.The article commences by tracing the history of the use of music and its influence on inter-personal behaviour. It continues by exploring the various attributes of music that can be brought to bear on improving quality in meetings. Finally it describes the many tools and opportunities that managers have to exploit the power of music in targeting greater efficiency in communication, cognition and cooperation among quality-focused teams.

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Quality and lean health care: A system for assessing and improving the health of healthcare organisations

Cited by 234 publications

References 19 publications

Interrater reliability of Nursing Activities Score among Intensive Care Unit health professionals

Interrater reliability of Nursing Activities Score among Intensive Care Unit health professionals

The daily work of Lean leaders – lessons from manufacturing and healthcare

Improving the quality of meetings using music

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