Studying the efficiency of inpatient and outpatient pharmacies using lean manufacturing

Abdelhadi, Abdelhakim; Shakoor, Mwafak

doi:10.1108/lhs-04-2013-0019

Cited by 24 publications

(19 citation statements)

References 15 publications

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“…The overall quality and other detailed characteristics of the 22 studies are summarized in Table 1 . The 22 articles originated in 9 different countries: Australia (1) [ 62 ], Canada (2) [ 45 , 50 ], Malaysia (1) [ 51 ], The Netherlands (4) [ 46 , 57 – 59 ], Saudi-Arabia (2) [ 43 , 44 ], Spain (1) [ 52 ], Sweden (2) [ 54 , 56 ], the UK (3) [ 59 – 61 ], and the US (9) [ 31 , 47 – 49 , 53 , 55 , 58 , 59 , 63 ], with one article reporting results from Europe without detailed information about the specific country [ 58 ]. The publication years ranged from 2008 to 2018.…”

Section: Resultsmentioning

confidence: 99%

“…A majority of the studies referred to context and culture-related issues in the discussion section, but few included an in-depth discussion of the relationship between the elements of organizational culture and the study results [ 60 , 61 ]. The most frequent outcome domain in the included articles was service provision, especially process metrics [ 31 , 43 , 44 , 46 – 50 , 52 , 53 , 55 , 58 , 59 , 63 ]. None of the studies reported outcome measures from all outcome domains in out proposed framework.…”

Section: Resultsmentioning

confidence: 99%

“…We identified six studies that reported benchmarking in the context of Lean management on the intra-organizational level (Table 1 ) [ 43 , 44 , 47 , 48 , 60 , 61 ]. Three articles benchmarked among sites that had implemented different Lean initiatives [ 43 , 44 , 48 ].…”

Section: Resultsmentioning

confidence: 99%

See 2 more Smart Citations

Benchmarking outcomes on multiple contextual levels in lean healthcare: a systematic review, development of a conceptual framework, and a research agenda

Reponen

Rundall

Shortell

et al. 2021

BMC Health Serv Res

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Background Reliable benchmarking in Lean healthcare requires widely relevant and applicable domains for outcome metrics and careful attention to contextual levels. These levels have been poorly defined and no framework to facilitate performance benchmarking exists. Methods We systematically searched the Pubmed, Scopus, and Web of Science databases to identify original articles reporting benchmarking on different contextual levels in Lean healthcare and critically appraised the articles. Scarcity and heterogeneity of articles prevented quantitative meta-analyses. We developed a new, widely applicable conceptual framework for benchmarking drawing on the principles of ten commonly used healthcare quality frameworks and four value statements, and suggest an agenda for future research on benchmarking in Lean healthcare. Results We identified 22 articles on benchmarking in Lean healthcare on 4 contextual levels: intra-organizational (6 articles), regional (4), national (10), and international (2). We further categorized the articles by the domains in the proposed conceptual framework: patients (6), employed and affiliated staff (2), costs (2), and service provision (16). After critical appraisal, only one fifth of the articles were categorized as high quality. Conclusions When making evidence-informed decisions based on current scarce literature on benchmarking in healthcare, leaders and managers should carefully consider the influence of context. The proposed conceptual framework may facilitate performance benchmarking and spreading best practices in Lean healthcare. Future research on benchmarking in Lean healthcare should include international benchmarking, defining essential factors influencing Lean initiatives on different levels of context; patient-centered benchmarking; and system-level benchmarking with a balanced set of outcomes and quality measures.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

See 1 more Smart Citation

Benchmarking outcomes on multiple contextual levels in lean healthcare: a systematic review, development of a conceptual framework, and a research agenda

Reponen

Rundall

Shortell

et al. 2021

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Most of the employees give all the commitment to the company if the top management give the good service including the knowledge and practices on safety during works. Based on the management investigation, to educate and train the employees on the principles of lean manufacturing is the one of the important thing [90].…”

Section: Stage 3: Checkmentioning

confidence: 99%

Conceptual Framework of Lean Ergonomics for Assembly Process: PDCA Approach

Amin¹

2018

JESR

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The purpose of this paper is to prepare a conceptual framework of hybrid lean and ergonomics for assembly manufacturing process based. The research used PDCA approach as a basis in linking the relationship between lean manufacturing and ergonomics. Comprehensive literature review identify the lean ergonomics issues, best practices, and also the way to improve the ergonomic conditions in the workplace, especially those impacting employees on the assembly process. The findings show that the job design strategies for reducing extreme injuries influence by repetitive tasks. Selections of lean tools and technique, human factors analysis and lean performance measure are the key point on the stages of the PDCA conceptual framework for lean ergonomics in working assembly process. This paper also demonstrates by continuous improvement applied between the elimination of waste and increased productivity and the impacts on the ergonomic conditions to carry out operations and consequently by improving the productivity and well-being of its employees based on implementation of PDCA conceptual frameworks.

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“…Necessary production rhythm to support the demand, being variable according to the daily demand. Abdelhadi (2015); Abdelhadi et Shakoor (2014).…”

Section: Takt Timementioning

confidence: 99%

Lean E-Health Care: Its Performance Improvement Based on Brazilian University Hospital Case Study

Maruyama

Braun²,

Stender

et al. 2016

Braz. J. of Operations & Production Manag.

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This paper aims to demonstrate how simple initiatives on public health sector are able to improve quality on service level. One of the most important aspects considered on this case study was the potential and motivation within University Hospital IT team to achieve excellence. Thus, management improvement started from quality management techniques applied by IT members to enhance results. This qualitative study case based on quality program deployed comparative analysis from literature to hospital IT management real initiatives. Results contribution demonstrate that inclusion and the development of collaborative workgroups can make difference to work environment and quality of service.

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Studying the efficiency of inpatient and outpatient pharmacies using lean manufacturing

Cited by 24 publications

References 15 publications

Benchmarking outcomes on multiple contextual levels in lean healthcare: a systematic review, development of a conceptual framework, and a research agenda

Benchmarking outcomes on multiple contextual levels in lean healthcare: a systematic review, development of a conceptual framework, and a research agenda

Conceptual Framework of Lean Ergonomics for Assembly Process: PDCA Approach

Lean E-Health Care: Its Performance Improvement Based on Brazilian University Hospital Case Study

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