From Toyota to the Bedside

Johnson, Joyce E.; Smith, Amy L.; Mastro, Kari A.

doi:10.1097/naq.0b013e318258c3d5

Cited by 36 publications

(22 citation statements)

References 30 publications

(26 reference statements)

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“…This finding contradicts the results found in the literature review, which indicate that Leadership plays a major role in adopting Lean management (Johnson & Mastro, 2012). This finding has led us to infer that as medical services are highly timely and unique, people tend to judge the product of medical care based on whether a patient can recover after being treated.…”

Section: The Ranking Of the Main Five Factorscontrasting

confidence: 56%

“…There has been extensive evidence in the literature that Lean management has been instrumental in increasing the healthcare system's capacity without any extra cost (Johnson & Mastro, 2012;Poksinska, 2010;Graban, 2016). If adopting Lean management can lead to significant outcomes, then managers need to understand it, and identify how to best structure their initiatives to achieve its benefits.…”

Section: Theoretical Foundation Of Lean Managementmentioning

confidence: 99%

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Analyzing Influential Factors of Lean Management

Lai¹,

Yang²

2017

IBR

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The study explores the key factors influencing Lean management and evaluates their individual weights to identify what leads to a successful hospital management. It adopts the 4P Excellence Model in Lean management to assess and measure the healthcare organizations from the five perspectives: leadership, people, partnership, processes, and products. To explore the potential factors, the study employs the analytic hierarchy process (AHP) method and multi-expert judgment to prioritize the significance of each factor. The study has led to a number of useful insights. Processes are crucial when hospitals advocate lean management. Among the 18 sub-factors in the five criteria, the most significant factors include patient-centered care, clearly defined work content, rewarding teamwork effort, continual learning and upgrading, and increasing the clinic quality. To satisfactorily carry out Lean management, a hospital should continuously strive for improvement, pursue perfection, engender organizational culture, strengthen teamwork, and create mutual trust among team members. Moreover, patient-centered care beliefs should be actively implemented. To provide seamless care, patients and their families should be the main foci. The results could be used by hospital managers to improve their skills and knowledge when implementing Lean management. In addition, the framework developed herein could potentially lend itself to many practical applications.

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Section: The Ranking Of the Main Five Factorscontrasting

confidence: 56%

Section: Theoretical Foundation Of Lean Managementmentioning

confidence: 99%

Analyzing Influential Factors of Lean Management

Lai¹,

Yang²

2017

IBR

View full text Add to dashboard Cite

show abstract

“…The value of the intelligence gleaned from RTLS patient flow data can be maximised by combining it with ‘lean production system principles’ (pioneered by Toyota Motor Corporation) to optimise patient flows [6,17-19]. Other benefits of patient flow tracking and optimisation include fewer ambulance diversions and higher patient satisfaction ratings [5], which can translate into improving the care facility’s perception and reputation.…”

Section: Rtls Applications In Healthcarementioning

confidence: 99%

Real-time locating systems (RTLS) in healthcare: a condensed primer

Boulos

Berry²

2012

International Journal of Health Geographics

152

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Real-time locating systems (RTLS, also known as real-time location systems) have become an important component of many existing ubiquitous location aware systems. While GPS (global positioning system) has been quite successful as an outdoor real-time locating solution, it fails to repeat this success indoors. A number of RTLS technologies have been used to solve indoor tracking problems. The ability to accurately track the location of assets and individuals indoors has many applications in healthcare. This paper provides a condensed primer of RTLS in healthcare, briefly covering the many options and technologies that are involved, as well as the various possible applications of RTLS in healthcare facilities and their potential benefits, including capital expenditure reduction and workflow and patient throughput improvements. The key to a successful RTLS deployment lies in picking the right RTLS option(s) and solution(s) for the application(s) or problem(s) at hand. Where this application-technology match has not been carefully thought of, any technology will be doomed to failure or to achieving less than optimal results.

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“…While the literature has often focused on problems that can be linked to 'machine' type resources, the general framework implies that many problems can also be related to the scheduling of people. For example, the health care sector has adopted techniques applied to manufacturing (including scheduling) to create real value by reducing waste and improving productivity, cost, quality and the timely delivery of patient care services (Johnson, Smith, and Mastro 2012). Worker (staff ) scheduling variables can be very similar to those used to characterise machines.…”

Section: Introductionmentioning

confidence: 99%

Scheduling to maximise worker satisfaction and on-time orders

Ruíz-Torres

Alomoto

Paletta

et al. 2015

International Journal of Production Research

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Two important managerial objectives incorporated in production planning are the maximisation of the on-time delivery of orders and worker satisfaction. While the maximisation of on-time deliveries has frequently been considered in past production planning research, the component of maximising worker satisfaction has typically been ignored. The assignment of workers to their preferred jobs is an important factor since it results in a productive working environment with high worker performance and a low turnover rate. This study presents a job scheduling model that considers both criteria simultaneously and derives solution approaches to generate non-dominated solutions. The solution approaches are examined under various experimental conditions to evaluate their performance. Finally, a prototype tool developed as a proof of concept is presented. IntroductionThe literature on scheduling problems is vast and diverse given the importance of effectively utilising the limited resources available in manufacturing and service organisations. While the literature has often focused on problems that can be linked to 'machine' type resources, the general framework implies that many problems can also be related to the scheduling of people. For example, the health care sector has adopted techniques applied to manufacturing (including scheduling) to create real value by reducing waste and improving productivity, cost, quality and the timely delivery of patient care services (Johnson, Smith, and Mastro 2012). Worker (staff ) scheduling variables can be very similar to those used to characterise machines. However, a worker's preference/satisfaction in the work they perform does not have such a simple correlation. Preference/satisfaction is not equivalent to the ability or speed of performing a job, although they could be related. In general, workers like to perform jobs they are good/fast at and similarly, dislike jobs they are slow/ inefficient at. However, there are workers that prefer jobs with a high level of complexity or 'nature', even when they may not perform them 'fast/efficiently', and similarly have low preference for another set of jobs they can perform quickly, but find them boring or repetitive.This study addresses an observed problem at a manufacturing facility that produces made-to-order windows and cabinetry. The problem is to find the assignment of jobs to workers that minimises the number of late orders while taking into consideration the preference of the workers (the level of satisfaction of the work assigned to them). The assignment of the preferred jobs to the workers will result in higher morale, higher dedication to work and will reduce company turnover rates. In the setting under consideration, there are multiple pending orders and each order is characterised by a due date, an order type, a processing time and a scheduling time window. Each job (order) consists of only one task and belongs to a job type, while each worker is skilled to perform every job type. Furthermore, each worker has a preference level...

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From Toyota to the Bedside

Cited by 36 publications

References 30 publications

Analyzing Influential Factors of Lean Management

Analyzing Influential Factors of Lean Management

Real-time locating systems (RTLS) in healthcare: a condensed primer

Scheduling to maximise worker satisfaction and on-time orders

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