The impact of Lean bundles on hospital performance: does size matter?

Abstract

Structured Abstract: Purpose: The purpose of this research is to study the effect of the implementation of lean bundles on hospital performance in private hospitals in Jordan and evaluate how much the size of organization can affect the relationship between lean bundles implementation and hospital performance. Design/Methodology/Approach: The research is considered as quantitative method (descriptive and hypothesis testing). Three statistical techniques were adopted to analyse the data. Structural Equation Modelling (SEM) techniques and multi-group analysis were used to examine the research's hypothesis, and to perform the required statistical analysis of the data from the survey. Reliability analysis and confirmatory factor analysis were used to test the construct validity, reliability, and measurement loadings that were performed. Findings: Lean bundles have been identified as an effective approach that can dramatically improve the organizational performance of private hospitals in Jordan. Main lean bundles-Just In Time, Human Resource Management, and Total Quality Management are applicable to large, small and medium hospitals without significant differences in advantages that depend on size. Original/Value: According to the researchers' best knowledge, this is the first research that studies the impact of lean bundles implementation in healthcare sector in Jordan. This research also makes a significant contribution for decision makers in health care to increase their awareness of lean bundles.

Adaptation of the balanced scorecard model to measure performance of the departments at Dr Zainoel Abidin Regional General Hospital, Banda Aceh

“…performance of hospital departments and target realized work program by Bakar et al (2009), Bhat et al (2016), Al-Hyari et al (2016), Warburton et al (2004); and…”

“…Several previous studies have found partial relationship between variables such as: service performance and financial performance by Duncan and Elliott (2004), Camarero (2007), Liang et al (2009), Keisidou et al (2013); customer performance and financial performance by Chotekorakul and Nelson (2013), Eklof et al (2017), Moon and Choi (2014); growth and learning performance and internal business process performance by Lee et al (2011), Kotey and Anderson (2006), Bititci et al (2011), Liu and Tsai (2007), Jusoh et al (2008), Tung et al (2011); growth and learning performance and performance of hospital departments by Potter et al (1994), Chen et al (2006), Halkjær and Lueg (2017), Capkun et al (2012); performance of hospital departments and target realized work program by Bakar et al (2009), Bhat et al (2016), Al-Hyari et al (2016), Warburton et al (2004); and performance of hospital departments and performance appraisal of hospital departments by Coates (1996), Wilson and Western (2000), Pantouvakis and Mpogiatzidis (2013). …”

Analysis of the lean healthcare utilization in the context of pharmaceutical services

“…A crescente utilização e adaptação do Lean no setor da saúde, especialmente no ambiente hospitalar, tem gerado o que é conhecido como Lean Healthcare. As intervenções Lean no setor da saúde visam melhorar a qualidade da saúde, reduzindo assim o desperdício e facilitando o fluxo nos processos de trabalho (Shazali et al, 2013;Andersen et al, 2014;Al-Hyari et al, 2016).…”

The applications of Kaizen methods in project settings: applied study in Jordan

“…CI has been widely used by both the manufacturing and service sectors to achieve the abovementioned and to gain a competitive advantage by implementing programs that minimize product cost, reduce waste in both human effort and inventory, create faster delivery time and become highly responsive to the demand of customers while producing superior quality products, thus significantly impacting competitiveness and organizational performance (Singh and Singh, 2018; Jasiulewicz-Kaczmarek and Saniuk, 2017; Arya and Jain, 2014; Al-Hyari et al , 2016).…”