Implementation of Lean Thinking: One Health System’s Journey

Kim, Christopher S.; Spahlinger, David A.; Kin, Jeanne M.; Coffey, Richard J.; Billi, John E.

doi:10.1016/s1553-7250(09)35057-6

Cited by 56 publications

(44 citation statements)

References 10 publications

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“…Motivation influences the willingness to participate 1317 37 38 40 41 44 IT systems’ infrastructure and competence,17 23 31 36–38 as well as external experts sponsoring, strengthen the technical and structural capability. Sponsorship triggers learning and contribute to dissemination of best practices throughout the organisation 17…”

Section: Discussionmentioning

confidence: 99%

“…31 36 38 41 44 The goals have to be of strategic importance, but at the same time realistic, based on simple and practical solutions 1722 31 36 40 44…”

Section: Discussionmentioning

confidence: 99%

“…Timely data contribute to an evidence-based quality-improvement initiative 1317 36 37 39 40 44 Availability and sufficiency of training, data and other resources are among the most frequent facilitators in the reviewed articles, and thereby probably among the most important drivers for change.…”

Section: Discussionmentioning

confidence: 99%

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Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews

2014

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ObjectiveLean interventions aim to improve quality of healthcare by reducing waste and facilitate flow in work processes. There is conflicting evidence on the outcomes of lean thinking, with quantitative and qualitative studies often contradicting each other. We suggest that reviewing the literature within the approach of a new contextual framework can deepen our understanding of lean as a quality-improvement method. This article theorises the concept of context by establishing a two-dimensional conceptual framework acknowledging lean as complex social interventions, deployed in different organisational dimensions and domains. The specific aim of the study was to identify factors facilitating intended outcomes from lean interventions, and to understand when and how different facilitators contribute.DesignA two-dimensional conceptual framework was developed by combining Shortell's Dimensions of capability with Walshes’ Domains of an intervention. We then conducted a systematic review of lean review articles concerning hospitals, published in the period 2000–2012. The identified lean facilitators were categorised according to the intervention domains and dimensions of capability provided by the framework.ResultsWe provide a framework emphasising context by relating facilitators to domains and dimensions of capability. 23 factors enabling a successful lean intervention in hospitals were identified in the systematic review, where management and a supportive culture, training, accurate data, physicians and team involvement were most frequent.ConclusionsIn the absence of evidence, the two-dimensional framework, incorporating the context, may prove useful for future research on variation in outcomes from lean interventions. Findings from the review suggest that characteristics and local application of lean, in addition to strategic and cultural capability, should be given further attention in healthcare quality improvement.

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Section: Discussionmentioning

confidence: 99%

“…31 36 38 41 44 The goals have to be of strategic importance, but at the same time realistic, based on simple and practical solutions 1722 31 36 40 44…”

Section: Discussionmentioning

confidence: 99%

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Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews

2014

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“…At that time Toyota developed the Toyota Production system, with its pillars of »Just in Time« and »Built-in-Quality« (11). The goal of Lean Thinking is »the endless transformation of waste into value from the customer's perspective«, where waste is »anything that does not add value to the final product or service, in the eyes of the customer«, and value is »the capability to deliver the product to the customer, at the right time and at an appropriate price« (11). These principles can be transferred to health systems, amongst others the clinical laboratory (11)(12)(13).…”

Section: What Does »Lean Laboratory Organization« Mean?mentioning

confidence: 99%

Concepts for Lean Laboratory Organization

Halwachs‐Baumann¹

2010

Journal of Medical Biochemistry

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Kratak sadr`aj: U poslednjih nekoliko decenija, bolni~ke laboratorije suo~ene su sa zahtevima za smanjenje tro{kova laboratorijskih postupaka i istovremeno i) pru`anje br`ih i dostupnijih usluga i ii) obra|ivanje {ireg spektra parametara i iii) ve}e frekvencije uzoraka. Ovi zahtevi poti~u od pacijenata, lekara, bolni~kih uprava i vladinih agencija. Tako se od uprave laboratorije o~ekuje da snizi tro{kove, pobolj{a efikasnost i omogu}i zadovoljstvo klijenata, pri ~e mu kva litet ima presudnu ulogu. Pored glavnih poslova laboratorije (npr. analiziranje uzoraka pacijenata, tuma ~e nje rezultata, stru~no savetovanje klini~ara), va`ni zadaci i odgo vornosti ti~u se upravljanja kvalitetom, edukacije tehni ~ara i medicinskog osoblja, istra`ivanja i razvoja, kao i razvijanja ekonomskih strategija. Organizacija »Lean« labora torije va`an je uslov za uspe{no obavljanje tih zadataka. Koncept »Lean« laboratorije mora obuhvatiti preanaliti~ki, analiti~ku i postanaliti~ku fazu. Strate{ke odluke o plani ranju moraju biti dugoro~ne i pre svega zasnovane na informa cijama iz spolja{nje sredine. Koncept »Lean« laboratorije uvek podrazumeva holisti~ki pristup, koji uklju~uje medicinske zahteve i ekonomske aspekte. Bi}e dat primer na koji na~in koncept »Lean« laboratorije uti~e na organizaciju, efikasnost i delatnost bolni~ke laboratorije.

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“…En este sentido, es necesario resaltar que gran parte de los problemas presentes en el sector de la industria tales como: seguridad, calidad, restricciones de capacidad, bajos niveles de eficiencia y de motivación del personal, son problemas análogos a varios problemas que surgen en el sector salud, por lo tanto al igual que en otros sectores, en salud también es posible mejorar los procesos. En búsqueda de soluciones para hacer frente a estos desafíos, aparecen las nuevas tendencias de aplicación de sistemas de gestión de producción tal como lo es Lean ( [13]; [14]; [15]; [16]; [17].…”

Section: Introductionunclassified

Lean Healthcare: Una Revisión Bibliográfica Y Futuras Líneas De Investigación

Orjuela

Pimiento

2015

Sci. tech

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Resumen-La filosofía Lean a través del tiempo ha evolucionado y ha sido implementada en varios tipos de empresas tanto en el sector manufacturero como en el de los servicios, lo cual se evidencia en el gran número de estudios que investigan sobre la implementación de lean en dichos sectores. El propósito de este estudio es analizar las tendencias de las publicaciones, identificar los autores más influyentes y describir las futuras investigaciones en la aplicación de Lean en el sector salud. En esta investigación se presentan los resultados de un análisis bibliométrico realizadas a las publicaciones científicas acerca de la filosofía Lean Healthcare durante el periodo 1990-2015, en la base de datos: Isi Web of Knowladge, Scopus y PubMed. Los resultados de esta investigación contribuyen a identificar tópicos emergentes y ser un marco de referencia para futuras investigaciones en este tema de investigación.Palabras clave-análisis bibliómetrico, lean healthcare, servicios en salud, tendencias.Abstract-The lean philosophy through time, it has evolved and has been implemented in several types of companies both in the manufacturing sector and services, which is evident in the large number of studies that investigate on the implementation of lean in those sectors. The purpose of this study is to analyze the trends of the publications, identify the most influential authors and describe the future research in the application of Lean in the health sector. In this research presents the results of a bibliometric analysis carried out to the scientific publications about the philosophy of Lean Healthcare during the period 1990-2015, in the database: ISI Web of Knowladge, Scopus and PubMed. The results of this research will help to identify emerging topics and be a framework of reference for future research in this research topic.Key Word -bibliometric analysis, lean healtcare, health services, trends. , todas las definiciones que se plantean en las referencias anteriores son comunes ya que describen a Lean como una filosofía centrada en cumplir satisfactoriamente las necesidades del cliente, utilizando todos los recursos de producción disponibles con un mínimo de desperdicios, con la mayor calidad y al menor costo. Se puede concluir entonces con [8] que el propósito de Lean es minimizar las actividades que no agregan valor o desperdicios, y mejorar las actividades que si lo hacen; por lo tanto, se trata de la entrega del máximo valor a los clientes, mientras se utiliza la menor cantidad de recursos. I. INTRODUCCIÓN El término Lean¿Qué hizo que el concepto de Lean Manufacturing desarrollado en las últimas décadas por la empresa Toyota sea tan atractivo tanto para los académicos como para los empresarios? En primer lugar fue en Toyota donde se definió el propósito fundamental de la filosofía lean en los procesos productivos: eliminar desperdicios y agregar valor, lo cual permitió a los académicos y empresarios incorporar esta filosofía lean progresivamente a otros tipos de procesos de cualquier tipo de organización, por lo tanto...

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Implementation of Lean Thinking: One Health System’s Journey

Cited by 56 publications

References 10 publications

Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews

Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews

Concepts for Lean Laboratory Organization

Lean Healthcare: Una Revisión Bibliográfica Y Futuras Líneas De Investigación

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