The Finnish healthcare services lean management

Abstract

Purpose The purpose of this paper is to discuss health services managers' experiences of management in a special health-care unit and development efforts from the point of view of the Lean method. Additionally, the aim is to deepen the knowledge of the managers' work and nature of the Lean method development processes in the workplace. The research focuses on those aspects and results of Lean method that are currently being used in health-care environments. Design/methodology/approach These data were collected through a number of thematic interviews. The participants were nurse managers ( n = 7) and medical managers ( n = 7) who applied Lean management in their work at the University Hospital in the Northern Ostrobothnia Health Care District. The data were analysed with a qualitative content analysis. Findings A common set of values in specialized health-care services, development of activities and challenges for management in the use of the Lean manager development model to improve personal management skills. Practical implications Managers in specialized health-care services can develop and systematically manage with the help of the Lean method. This emphasizes assumptions, from the point of view of management, about systems development when the organization uses the Lean method. The research outcomes originate from specialized health-care settings in Finland in which the Lean method and its associated management principles have been implemented and applied to the delivery of health care. Originality/value The study shows that the research results and in-depth knowledge on Lean method principles can be applied to health-care management and development processes. The research also describes health services managers' experiences of using the Lean method. In the future, these results can be used to improve Lean management skills, identify personal professional competencies and develop skills required in development processes. Also, the research findings can be used in the training of health services managers in the health-care industry worldwide and to help them survive the pressure to change repeatedly.

Lean Management Systems in Health Care: A Review of the Literature

“…Different from a bulletin board, the huddle board is dynamic16 and allows for interaction and discussion ideally on a daily or even shift-by-shift basis. Other names used for the visual displays in the articles included visibility walls,8 extended Kaizen boards17 (daily management or daily engagement system),18 visual key performance indicator (KPI) management board,12 and Lean display board 19…”

“…Other names used for the visual displays in the articles included visibility walls, 8 extended Kaizen boards 17 (daily management or daily engagement system), 18 visual key performance indicator (KPI) management board, 12 and Lean display board. 19 The 2nd management function, and key to staff engagement, is data sharing through the use of visibility walls. Visibility walls are used for tracking clinical metrics and are posted in prominent accessible areas.…”

When Illegitimate Tasks Threaten Patient Safety Culture: A Cross-Sectional Survey in a Tertiary Hospital

“…This will require comprehensive interventions to optimise job design. Lean management [ 64 , 65 ], participatory approaches assessing productivity [ 66 ], interventions aiming to improve social climate and avoid devaluing messages (e.g., CREW interventions [ 67 ]), and stress-oriented interventions in general [ 68 ], as well as the concept of MAGNET hospitals [ 69 , 70 ], could be approaches to the optimisation of job design. However, the implementation of comprehensive approaches is challenging [ 65 , 66 , 71 – 73 ].…”

Starting the lean journey: The effect of lean awareness on nurses’ knowledge and readiness for lean transformation in the hospital

“…[29] Also, Hihnala et al (2018) accentuated the need for in-depth knowledge on Lean method and principles and understanding of the process of Lean management. [30] In response to the question related to which function in the hospital would be suitable for Lean application, the highest percentage of nurses responded that patient care and treatment processes are the most applicable in the hospital for Lean methodology followed by Healthcare functions indirectly involved in patient processes such as (Pharmacy, Laboratory, etc.). Nurses believe that patient care is the main concern and top priority as the core function and vision of the hospital.…”