A Case Study of Three Swedish Hospitals’ Strategies for Implementing Lean Production

Abstract

Many hospitals have recently implemented the management concept lean production. The aim of this study was to learn how and why three (2012, n = 557), T2 (2013, n = 554), and T3 (2014, n = 366

Health-Promoting Managerial Work: A Theoretical Framework for a Leadership Program that Supports Knowledge and Capability to Craft Sustainable Work Practices in Daily Practice and During Organizational Change

“…Managerial approaches that integrate the perspectives of effectiveness, quality, and the work environment, have major importance for the long-term sustainability of changes in processes, for engagement, and for work integrity [7,67]. Integrating the values of professionals, administrators, customers, and leaders can be applied, for example, through dialogs in holding environments facilitating learning and increased awareness of values and perspectives connected to the work.…”

“…In this context, organizational perspectives mean the building of a capacity for sustainable conditions that correspond to the average needs of as many individuals as possible. The approach includes developments within the work environment that are integrated with efficiency and quality improvements, i.e., sustainable organizational developments [7,9,67]. Building a capacity for sustainable conditions means developing those resources that contribute to an organizational capacity to deal with demands within the organization [73,74].…”

Quality Development in Health Care: Participation vs. Accreditation

“…The inherent logic for systematic process-focused quality development is the quality cycle consisting of the phases plan-do-check-act (PDCA), see Figure 1. The PDCA circle was originally proposed by Deming (1982), and it is now widely used in quality development in general (Sokovic et al, 2010) as well as in the health care sector (Taylor et al, 2014), where it, among others, is part of LEAN initiatives (Eriksson et al, 2016).…”

Managerial Practices that Support Lean and Socially Sustainable Working Conditions

“…Only a few studies have empirically studied and described lean leadership (Liker & Convis, 2012;Poksinska et al 2013;Vänje & Bränn-mark, 2015). The importance of lean leadership practices may vary depending on different organizational contexts, including maturity and resources for employees engaging in change (Eriksson et al, 2016), and how well lean leadership practices are translated and adapted to the organizational context (Langstrand, 2012). The literature separates the concepts of leadership and management.…”