Dissemination strategy for Lean thinking in health care

Dannapfel, Petra; Poksińska, Bozena; Thomas, Kristin

doi:10.1108/ijhcqa-01-2013-0001

Cited by 32 publications

(30 citation statements)

References 25 publications

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“…The findings in this review correlate with conclusions by many authors. They also found that in health care lean production has been reduced to the use of specific elements and tools to improve efficiency and quality of care (Dannapfel et al., ; Fillingham, ; Holden et al., ; Kim et al., ; Radnor et al., ).…”

Section: Discussionmentioning

confidence: 99%

“…Radnor et al. () state that most health care organisations are still at an adoption stage equivalent to the late 1980s and early 1990s in automotive manufacturing, restricted to elements such as specific tools and techniques (Dannapfel, Poksinska, & Thomas, ; Fillingham, ; Holden, Eriksson, Andreasson, Williamsson, & Dellve, ; Kaplan, Patterson, Ching, & Blackmore, ; Kim, Spahlinger, Kin, & Billi, ; Radnor et al., ). Consequently, sustainability activities (e.g.…”

Section: Introductionmentioning

confidence: 99%

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How much of Toyota's philosophy is embedded in health care at the organisational level? A review

et al. 2018

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How much of Toyota's philosophy is embedded in health care at the organisational level? A review

et al. 2018

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show abstract

“…Furthermore, it has already been demonstrated that Lean is often reduced in health care to the use of tools and/or a limited amount of integrated Lean principles (Dannapfel, Poksinska, & Thomas, ; Holden, Eriksson, Andreasson, Williamsson, & Dellve, ; Radnor, Holweg, & Waring, ).…”

Section: Discussionmentioning

confidence: 99%

Wanted in health care: Lean experts with a broad perspective

et al. 2019

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Aim To reflect on Lean experts' perspective on components of Lean management in health care and its implications for practice. Background The involvement of Lean experts is one of the key succes factors of a sustainable Lean transformation in health care. Methods Thirteen Lean experts participated in two focus groups. They all had experience in the implementation of Lean in healthcare organizations. Results Lean experts all seem to have a unique perspective on Lean management in health care. Experts without a healthcare degree appear to focus more on the entire management system, where experts with a nursing degree seem to concentrate more on the soft Lean principles. Conclusion It seems plausible their professional background appears to have an influence. Implications for Nursing Management In selecting a Lean expert, nurse managers may want to gauge what elements the Lean expert tends to emphasize. It seems plausible to opt for a Lean expert without a healthcare degree to accomplish the Lean transformation as they have a broader view on Lean. It may also be useful for managers to involve several Lean experts, all with complementary perspectives and backgrounds.

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“…Such employee effects are also summed up by White et al [36]. Cooperation is a desired effect but seems to be a complicated one to achieve according to Seddon et al [35] and O'Brien & Boat [37] Improving the entire system, and not just individual departments remains a major challenge [38]. Lean Health-care can foster interdisciplinary cooperation because everybody in the organization needs to be involved [37].…”

Section: What Effects Of Lean Are Described In Research?mentioning

confidence: 99%

Lean from the First-line Managers’ Perspective – Assuredness about the Effects of Lean as a Driving Force for Sustainable Change

Kahm

Ingelsson

2017

Management and Production Engineering Review

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The purpose of this article is to present the results from a survey concerning first-line managers' assuredness about the effects of Lean after two years of Lean application in a Swedish healthcare organization. The purpose is also to reflect about assuredness as a driving force for sustainable change. Questionnaires were sent to all first-line managers in a healthcare organization in order to investigate how these managers consider their role, ability and conditions to create change according to Lean. One of the questions included 17 statements about how assured these managers were about the effects of Lean. The results from this question will be presented in this paper. The study showed that the majority of the first-line managers in this particular healthcare organization were assured that developmental work supported by Lean contributes to a higher patient focus, supports first-line managers with useful tools and methods, contributes to the development of an improvement culture and that the Lean concept in general is a support in improvement work. The question can either be used separately or as a part of an entire questionnaire in healthcare organizations. Asking first-line managers about their assuredness about the effects of Lean on a regular basis is one way to follow the Lean process from their perspective. The survey question might encourage discussions about the process of Lean and hopefully contribute to a greater understanding about the importance of assuredness and about the desired effects when applying Lean.

show abstract

Dissemination strategy for Lean thinking in health care

Cited by 32 publications

References 25 publications

How much of Toyota's philosophy is embedded in health care at the organisational level? A review

How much of Toyota's philosophy is embedded in health care at the organisational level? A review

Wanted in health care: Lean experts with a broad perspective

Lean from the First-line Managers’ Perspective – Assuredness about the Effects of Lean as a Driving Force for Sustainable Change

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