Are we prepared to implement a Lean philosophy within cancer-care service in Oman?

Mehdi, Itrat; Bahrani, Bassim Al

doi:10.15537/smj.2017.7.17712

Cited by 7 publications

(5 citation statements)

References 16 publications

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“…The proper focus on the value added to patients and the well-being improvements among hospital workers, created by a well-designed sustainable continuous improvement system, would certainly represent an enormous contribution to society. (Clark, Moller, & O'Brien, 2014) CS A10 N/A I3;I4 N/A (Colldén, Gremyr, Hellström, & Sporraeus, 2017) CS A17 N/A N/A N/A (Costa, Filho, Rentes, Bertani, & Mardegan, 2017) (Hwang, Hwang, & Hong, 2014) CS A2;A6;A17 T42; T29; T28; T20 N/A N/A (Improta et al, 2018) AR A1 T41;T30; T27; T1; T8 I1;I3 N/A (Lot et al, 2018) AR A4 T41; T29; T13; T4; T31; T30 I2;I3;I5 N/A (Mannon, 2014) CS A2;A3; T29; T27; T13 I1 N/A (Matt, Rauch, & Franzellin, 2015) AR A2 N/A I2;I3;I5 D3 (Mehdi & Al Bahrani, 2017) CS A11 T39; T8; T17 I1;I2;I3;I4 N/A (Miller & Chalapati, 2015) CS A4 T41; T30 I3 D1;D3 (Nanda, Rybkowski, Pati, & Nejati, 2017) CS A3 T31; T22 N/A N/A (Narayanamurthy, Gurumurthy, & Lankayil, 2018) CS A4;A14 T33; T2; T32; T49; T10 N/A N/A (Nayar, Ojha, Fetrick, & Nguyen, 2016) AR A2 T12; T44; T36 I3;I4 D5 (P. Simons et al, 2017) CS A11 T41;T30; T22; T17 N/A N/A (Pineda Dávila & Tinoco González, 2015) AR A7 T30; T4; T42 I1;I2;I4;I5 N/A (Poksinska, Fialkowska-Filipek, & Engström, 2017) (Fournier & Jobin, 2018) CS…”

Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

Implementation of lean in health care environments: an update of systematic reviews

Lima

Dinis‐Carvalho

Souza

et al. 2020

IJLSS

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Purpose Even though the implementation of lean in health care environments is relatively recent, it has been receiving a lot of attention in recent years. Partly because of the fact that it is a recent field of practise and research and partly because the number of works developed in this field has grown rapidly, it is important to frequently update the perspectives on this field of investigation. Thus, this study aims to review the implementation of lean tools and techniques applied to hospital organizational areas in a five-year period, between 2014 and 2018, complementing some of the most relevant reviews already published. The most important criteria such as tools, methods and principles, hospital areas intervened, improvements and difficulties were assessed and quantified. Design/methodology/approach As starting point for this systematic literature review (SLR), a set of selected pre-existing review publications was used to support the current study and as the ground base for the expansion of the studies about lean health care. The current study contemplated 114 articles from a five-year period between 2014 and 2018. A subset of 58 of these articles was critically assessed to understand the application of lean tools and methods in different hospital areas. Findings The thorough analysis of selected articles show a lack of works in continuous improvement approaches when compared to the application of production organization methods, visual management and diagnosing and problem-solving tools. The reported improvement results demonstrate alignment with the principles and foundations of lean philosophy, but such results are presented in isolated initiatives and without robust evidence of long-term maintenance. Moreover, this study shows an evolution in the number of articles referring to lean implementation in hospital areas, but in its great majority, such articles report isolated implementations in different areas, not spreading those for the global organization. Thus, some of the main recommendations are the need to implement studies on complete flows of patients, drugs and materials, instead of isolated initiatives and strive to promote the cultural change of hospitals through structural changes, following new visions and strategic objectives, supported by real models of continuous structural and sustained improvement. Originality/value The current study develops a new perspective of the articles published under the thematic of lean health care, published in a recent period of five years, which are not completely covered by other works. Additionally, it explicitly applied, in an innovative way, an approach that used a set of previous reviews as the starting point for this SLR. In this way, it integrates approaches and categories from different SLRs, creating a framework of analysis that can be used by future researchers. Finally, it shows the most recent implementations of lean health care, exposing the current trends, improvements and also the main gaps.

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Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

Implementation of lean in health care environments: an update of systematic reviews

Lima

Dinis‐Carvalho

Souza

et al. 2020

IJLSS

View full text Add to dashboard Cite

show abstract

“…Lean leaders should act as coaches rather than "firefighters" (Braaten and Belhouse 2007). Still, they take a fundamental role in perceiving Lean healthcare as a long-term investment rather than a quick solution for major organizational issues (Mehdi and Bahrani 2017), as well as in promoting the values and purpose of Lean to teams within a healthcare organization (Warin and Bishop 2010). It is consonant with the previously mentioned barrier of a low level of leadership commitment that compromises the success of Lean implementation.…”

Section: Facilitators To Lean Implementationmentioning

confidence: 99%

Exploring Barriers and Facilitators to Lean Implementation in Healthcare Organizations

Melo¹,

Berssaneti²,

Rampini³

et al. 2022

Proceedings of the International Conference on Industrial Engineering and Operations Management

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In the quest to improve the quality of health services and ensure more excellent patient safety, healthcare institutions look for alternatives that could help them achieve this goal. The Lean methodology has been a solution found by these organizations. This study has explored through Lean healthcare literature i) main barriers and facilitators to implementing the Lean approach into healthcare service organizations, and ii) practices and tools of Lean used to improve them continuously. One hundred two documents retrieved from Scopus and Web of Science databases were analyzed to reach the search goals. Through content analysis, the main barriers to Lean program implementation within healthcare institutions are related to resistance to change, low level of staff involvement, firm commitment to a cultural change, departments working in a silo approach, and misunderstanding of Lean concepts and its benefits. On the other hand, the main facilitators are support and engagement by leadership, training, and development of workers, and crossfunctional collaboration. This study also contributes to labeling the most frequent Lean practices and tools -value stream mapping, fishbone diagram, and SIPOC. The findings of this research provide practical implications since the barriers and facilitators raised from the literature will support healthcare professionals in their Lean healthcare journey in their organizations and consequently improve their competitiveness through a high level of efficiency, quality of care, and practitioner satisfaction.

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“…8 Manajemen lean berupa penyerderhanaan proses, perampingan organisasi dan rute terapi kanker, deteksi dan eliminasi waste sangat tepat diterapkan dalam layanan kanker. 9 Implementasi lean dimulai saat diagnosis menggunakan Genba walk. Peneliti mengamati proses secara langsung yang selanjutnya dipetakan dalam current state mapping.…”

Section: Pembahasanunclassified

“…Penelitian ini menemukan waste yang mirip dengan penelitian lain tidak lepas dari sistem rumah sakit. 9,11 Tehnik PDSA (plan-dostudy-act) merupakan metoda berencana yang mencari akar masalah suatu proses, merencanakan solusi, mengukur pengaruh solusi dalam mengatasi masalah dan kemudian mencari aturan yang paling tepat untuk proses baru. 12 Jumlah pasien yang tidak sama antara preintervensi dan post-intervensi menyebabkan nilai VAR yang kecil pada post-intervensi.…”

Section: Pembahasanunclassified

Manajemen Lean Pada Layanan Kemoterapi Anak Rawat Inap Di Rumah Sakit Cipto Mangunkusumo

Sari

Meliala

Firman

2022

JMPK

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Background: Cancer in children has high morbidity and mortality. Retinoblastoma is the most common solid tumor in children at the Cipta Mangunkusumo Hospital (RSCM). Chemotherapy is one of the therapeutic modalities, interdisciplinary and many procedures. Lean management continuously reduces waste and improves work flow. Objective: This study used lean management to determine the efficiency of health care in teaching hospital. Methods: Action research was conducted at RSCM. Sampling by purposive sampling that represents the role in the flow of the service process. The observation guide uses cycle time observation sheets, value-added analysis sheets, waiting time and lead time. The waste found is listed in the DOWNTIME matrix. Observations were made on inpatient chemotherapy services for children and then a diagnosis was made using Value Stream Mapping. The Kaizen team consisted of pharmacists, nurses, doctors doing a plan-do-study-action, prepared an intervention plan, and conducted post-intervention observations. The 5S method is used to improve service flow. Results: In this study, patients with retinoblastoma in class III in patient ward included were 7 patients in the pre-intervention group and 16 patients in the postintervention group. Major decreases in lead time happened in the subprocesses of ordering chemotherapy (75%), decision-making of chemotherapy administration (55%) and filling of the resume (41%). Lead time process in chemotherapy administration for retinoblastoma changed from 48 hours, 36 minutes (more than 2 days) to 38 hours, 38 minutes (1.6 days or less than 2 days). The efficiency of the process was measured using value added ratio which showed changes from 33% to 37%. Conclusion: Lean management applied in the process of chemotherapy administration in the inpatient wards increased the efficiency of the process.

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Are we prepared to implement a Lean philosophy within cancer-care service in Oman?

Cited by 7 publications

References 16 publications

Implementation of lean in health care environments: an update of systematic reviews

Implementation of lean in health care environments: an update of systematic reviews

Exploring Barriers and Facilitators to Lean Implementation in Healthcare Organizations

Manajemen Lean Pada Layanan Kemoterapi Anak Rawat Inap Di Rumah Sakit Cipto Mangunkusumo

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