Application of Lean Manufacturing in Hospitals—the Need to Consider Maturity, Complexity, and the Value Concept

Hasle, Peter; Nielsen, Anders Paarup; Edwards, Kasper

doi:10.1002/hfm.20668

Cited by 48 publications

(56 citation statements)

References 40 publications

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“…It is worth highlighting the study (20) that proposed a new perspective of analysis, evaluating the maturity of institutional Lean. High maturity was considered when all the principles were adopted and by all the employees, their evaluation being relevant, since it contributes to the analysis and sustainability of the results achieved with the method (37)(38) . Therefore, when evaluating in the context of primary care, the author obtained a variation in maturity between and within the health units.…”

Section: Discussionmentioning

confidence: 99%

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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Section: Discussionmentioning

confidence: 99%

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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“…However, as the degree of maturity increases, lean implementation becomes a "day-to-day job" rather than a series of projects that take place at discreet moments [10,21,39]. Hasle et al [39] highlighted that a high level of maturity allows for the implementation of principle-driven lean. Contextual elements include organizational and technological barriers such as resistence to change, lack of motivation, skepticism, and a lack of time and resources that inhibits the introduction and the implementation process [4,8,21,41].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The lean team should be composed of clinical and non-clinical staff actively involved in the patient pathway. A pilot project that meets these conditions is a useful tool for increasing the maturity of the method within the organization [21,39]. It can increase the con dence of the team and staff in the lean approach and can promote the learning of lean methodologies and techniques [21; 39].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Lean Adoption in Hospitals: The Role of Contextual Factors and Introduction Strategy

Rosa

Marolla

Lega

et al. 2021

Preprint

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Background: In the scientific literature, many studies describe the application of lean methodology in the hospital setting. Most of the articles focus on the results rather than on the approach adopted to introduce the lean methodology. In the absence of a clear view of the context and the introduction strategy, the first steps of the implementation process can take on an empirical, trial and error profile. Such implementation is time-consuming and resource-intensive and affects the adoption of the model at the organizational level. This research aims to outline the role contextual factors and introduction strategy play in supporting the operators introducing lean methodology in a hospital setting. Methodology: The methodology is revealed in a case study of an important hospital in Southern Italy, where lean has been successfully introduced through a pilot project in the pathway of cancer patients. The originality of the research is seen in the detailed description of the contextual elements and the introduction strategy. Results: The results show significant process improvements and highlight the spontaneous dissemination of the culture of change in the organization and the streamlined adoption at the micro level. Conclusion: The case study shows the importance of the lean introduction strategy and contextual factors for successful lean implementation. Furthermore, it shows how both factors influence each other, underlining the dynamism of the organizational system.

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“…Identifikasi waste akan menentukan metode yang diperlukan untuk melakukan penghilangan waste (Radnor, Holweg, & Waring, 2012). Penghilangan waste di rumah sakit sangat kompleks karena melibatkan banyak regulasi dan kekuatan kelompok profesional (Hasle, Nielsen, & Edwards, 2016).…”

Section: Pendahuluanunclassified

Pengaruh Waste Dengan Pendekatan Lean Hospital Terhadap Pengendalian Biaya Kualitas dan Produksi

Nugroho

Fitriasari

Ekasari

et al. 2019

JMK

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ABSTRAK Instalasi farmasi beralih dari revenue center menjadi cost center terbesar rumah sakit berupa biaya produksi dan biaya kualitas. Identifikasi dan penghapusan waste diharapkan dapat menjadi solusi efisiensi biaya di rumah sakit. Tujuan penelitian untuk melihat pengaruh kejadian waste terhadap biaya produksi dan biaya kualitas. Penelitian menggunakan desain penelitian kuantitatif observasional dengan pendekatan cross sectional. Jumlah responden 33 dengan teknik total sampling. Analisis data menggunakan Partial Least Square (PLS). Hasil PLS menyatakan bahwa koefisien direct effect waste terhadap pengendalian biaya produksi sebesar 0.184, berarti waste berpengaruh positif dan signifikan terhadap pengendalian biaya produksi. Koefisien direct effect pengendalian biaya kualitas terhadap pengendalian biaya produksi sebesar 0.616, berarti pengendalian biaya kualitas berpengaruh positif dan signifikan terhadap pengendalian biaya produksi. Koefisien indirect effect waste terhadap pengendalian biaya produksi melalui pengendalian biaya kualitas sebesar -0.056, berarti waste berpengaruh negatif dan tidak signifikan terhadap pengendalian biaya produksi melalui pengendalian biaya kualitas. Semakin tinggi waste, maka cenderung meningkatkan pengendalian biaya kualitas dan biaya produksi. Semakin baik pengendalian biaya kualitas yang disebabkan oleh semakin rendahnya waste, maka cenderung meningkatkan pengendalian biaya produksi, meskipun penurunan tersebut tidak signifikan.Kata Kunci : Waste; Lean; Biaya Kualitas; Biaya Produksi.

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Application of Lean Manufacturing in Hospitals—the Need to Consider Maturity, Complexity, and the Value Concept

Cited by 48 publications

References 40 publications

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

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

Lean Adoption in Hospitals: The Role of Contextual Factors and Introduction Strategy

Pengaruh Waste Dengan Pendekatan Lean Hospital Terhadap Pengendalian Biaya Kualitas dan Produksi

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