Lean management practices in healthcare sector: a literature review

Parkhi, Shilpa

doi:10.1108/bij-06-2018-0166

Cited by 54 publications

(59 citation statements)

References 39 publications

(53 reference statements)

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“…Guillebaud [ 30 ] and Bateman et al [ 31 ] showed similar conclusions and declared that, despite the rich literature, only a few papers addressed an entire organizational approach and very few studies are done in the Middle East. Similar findings can be found in [ 32 ].…”

Section: Introductionsupporting

confidence: 92%

Healthcare Engineering: A Lean Management Approach

Abdallah

2020

Journal of Healthcare Engineering

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This work tries to answer the following question: can healthcare be engineered using lean management tools? Lean is known to achieve successful results when implemented in the manufacturing sector. Typical results are operational cost reduction, cycle time reduction, and higher customer satisfaction. The service sector, however, has seen mixed results. For the last two decades, educators and healthcare professionals are trying to implement lean tools in healthcare. Some reported success and many did not, for variety of reasons. In this paper, we search the literature and reveal the special nature of healthcare services, success factors, and barriers facing implementation of lean in healthcare. We then conduct a survey of 18 elite Jordanian hospitals to study the case holistically. Statistical analysis of the survey results confirmed some of what the literature revealed; organizational leadership seems to be the most dominant factor, followed by knowledge of employees about lean, training, and patient satisfaction (customer focus). Another important finding, not captured by the literature, is that lean implementation success depends on educating physicians about continuous improvement and lean and ensuring they are part of the improvement team. Based on the revealed enablers and obstacles, we created a full lean implementation framework. This framework was then used along with selected engineering tools to implement lean in a major hospital successfully. Implementation results showed 60% of reduction in cycle time, 80% reduction in operational cost, and many other benefits.

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Section: Introductionsupporting

confidence: 92%

Healthcare Engineering: A Lean Management Approach

Abdallah

2020

Journal of Healthcare Engineering

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“…This is because the literature mainly centres analysis on case studies (e.g., [ 4 , 12 , 13 ]). Other papers reflect on, synthesize and review the case studies, looking at them in terms of tools, adopted practices or activities, indicators, affected areas or departments as well as the results obtained (e.g., [ 9 , 10 , 11 ]). In this context, the approach taken by this paper is not so much to describe why lean management is of interest in the health sector but rather to propose how to implement it successfully, using a scientific methodology that can be replicated and applied in other contexts.…”

Section: Methodsmentioning

confidence: 99%

“…Accordingly, more and more hospitals have redesigned their internal management with respect to processes, resources and objectives, gearing themselves towards more effective and efficient management, and indeed enhancing the quality of service. Academic literature shows cases where hospitals have achieved this thanks to the adoption of management approaches coming from industrial sectors which with minor nuances or differences among them seek improved efficiency and efficacy of processes and productive systems [ 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 ]; these approaches include continuous improvement, kaizen, total quality management (TQM), just in time (JIT), six sigma and, particularly, lean management. One key to success in the adoption of these approaches is for affected staff to participate directly [ 14 , 15 , 16 , 17 ].…”

Section: Introductionmentioning

confidence: 99%

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

Prado

García-Arca

Fernández-González

et al. 2020

IJERPH

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The main aim of this paper was two-fold: first, to design a participative methodology that facilitates lean management implementation in healthcare by adopting the action research approach; second, to illustrate the usefulness of this methodology by applying it to the sleep unit of a public hospital in Spain. This methodology proposes the implementation of lean management in its broadest sense: adopting both lean principles and some of its practical tools or practices in order to achieve competitive advantage. The complete service value chain was considered when introducing changes through lean management implementation. This implementation involved training and involving staff in the project (personnel pillar), detecting and analysing “waste” in value chain processes (processes pillar) and establishing control and measurement mechanisms in line with objectives (key performance indicators pillar) and putting in place improvement actions to achieve these objectives. The application of this methodology brought about an improvement in the management of patient flow in terms of effectiveness, efficiency and quality but also an internal transformation towards lean culture.

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“…Different customers have different expectations, requirements, and perceptions of quality [ 64 ]. Lean healthcare begins with identifying various sources of wastes and their dimensions; however, healthcare operations are unique in terms of the degree of urgency, degree of complexity, and the customer’s role in making it arduous task [ 48 ]. The next steps prioritize this waste to eliminate it and achieve a value-added healthcare delivery process.…”

Section: Introductionmentioning

confidence: 99%

A lean approach to healthcare management using multi criteria decision making

et al. 2021

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Recent challenges induced by the global pandemic COVID-19 have highlighted the critical importance of coping with a sudden surge in demand for front line healthcare services. Motivated by the success of lean implementation in manufacturing systems, this study attempts to apply the lean principles in healthcare delivery environments. The lean approach begins with the identification of seven types of wastes in any production or service system. This study attempts to identify and prioritize the present in hospitals. The study contributes to the existing body of knowledge in two ways. First, we identify the various sources contributing to the seven basic wastes in healthcare delivery. Second, we prioritize the seven types of wastes and the dimensions contributing to these wastes using a Multi-Criteria Decision Making (MCDM). This paper used the fuzzy analytical hierarchy process approach, which is a well-accepted tool in MCDM. The study was conducted at select hospitals located in and around Pune city in India. We find that waiting, transportation, motion, and defects are dominant in adopting lean practices among the seven wastes. The findings of this study may guide hospital management in strategic planning in adopting a lean healthcare process. To our knowledge, this is one of the first studies to extract, and prioritise lean wastes within the context of the healthcare sector.

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Lean management practices in healthcare sector: a literature review

Cited by 54 publications

References 39 publications

Healthcare Engineering: A Lean Management Approach

Healthcare Engineering: A Lean Management Approach

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

A lean approach to healthcare management using multi criteria decision making

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