Use of Lean techniques in health care in Spain to improve involvement and satisfaction of workers

Sanz, Marina Damián; Yagüe‐Fabra, José A.; Matilla, Rosa Gracia

doi:10.1002/hpm.2646

Cited by 5 publications

(8 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Studies have shown that the use of other tools in conjunction with VSM has made it possible to expand the benefits of mapping [58]. It was observed that the 5S tool was cited in 18.2% of the articles that also used the VSM and results such as increased time for patient care, restructuring of the physical structure, visual management, reduction of lead time and improvement financial performance were also achieved [21,22,41,56,59].…”

Section: Discussionmentioning

confidence: 99%

“…Three studies [39,47,59] are noteworthy as they present a reduction in the distance traveled by professionals as a result of their interventions. These three used the VSM tool and two of them combined them with the spaghetti diagram; from this, we can infer that the combination of these two tools contributes to a better use of the physical space of the health units.…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Barros

Bassi

Caldas

et al. 2021

IJERPH

View full text Add to dashboard Cite

Several health services have used lean healthcare to seek continuous improvement of their processes. Therefore, it is important to investigate the evidence available in the literature about the most used lean tools in the health area to review processes and the main results achieved by the researchers. As an integrative literature review methodology was used, it was conducted in five databases, using the descriptor “quality improvement” and the keyword “Lean Healthcare”. A total of 33 complete articles were selected for analysis. The most recurrent tools were: define, measure, analyze, improve and control (DMAIC); value stream map (VSM); suppliers, inputs, process, outputs, customers analysis (SIPOC), Ishikawa Diagram and 5S. Through the analysis of waste, different interventions were implemented and the main results achieved were reduction in times (processing, waiting, cycle and total), costs, workload and increase in the number of calls. The findings enabled the identification of the main lean tools used in the health area to achieve better results. In particular, we highlight recent studies that have explored the lean six sigma healthcare approach. The results, in addition to contributing to the literature, will also assist managers in choosing the best tool to achieve continuous improvement in hospitals and other health services.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Barros

Bassi

Caldas

et al. 2021

IJERPH

View full text Add to dashboard Cite

show abstract

“…, 2017). In fact, bed management requires the development of a positive cultural environment to reach the commitment of workers (Sahoo, 2020; Damián Sanz et al. , 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…, 2016). The combined use of LSPs and LTPs reduces different types of waste in organizations (Damián Sanz et al. , 2019), solves problems in operations (Chiarini, 2013) and works cooperatively to obtain global results (Helmold, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing inpatient bed setup: an action-research approach using lean technical practices and lean social practices

Reis

Fernandes

Silva

et al. 2023

JHOM

View full text Add to dashboard Cite

PurposeThis article aims to introduce a guide to improving hospital bed setup by combining lean technical practices (LTPs), such as kaizen and value stream mapping (VSM) and lean social practices (LSPs), such as employee empowerment.Design/methodology/approachAction research approach was employed to analyze the process of reconfiguration of bed setup management in a Brazilian public hospital.FindingsThe study introduces three contributions: (1) presents the use of VSM focused specifically on bed setup, while the current literature presents studies mainly focused on patient flow management, (2) combines the use of LSPs and LTPs in the context of bed management, expanding current studies that are focused either on mathematical models or on social and human aspects of work, (3) introduces a practical guide based on six steps that combine LSPs and LSPs to improve bed setup management.Research limitations/implicationsThe research focused on the analysis of patient beds. Surgical beds, delivery, emergency care and intensive care unit (ICU) were not considered in this study. In addition, the process indicators analyzed after the implementation of the improvements did not contemplate the moment of the COVID-19 pandemic. Finally, this research focused on the implementation of the improvement in the context of only one Brazilian public hospital.Practical implicationsThe combined use of LSPs and LTPs can generate considerable gains in bed setup efficiency and consequently increase the capacity of a hospital to admit new patients, without the ampliation of the physical space and workforce.Social implicationsThe improvement of bed setup has an important social character, whereas it can generate important social benefits such as the improvement of the admission service to patients, reducing the waiting time, reducing hospitalization costs and improving the hospital capacity without additional physical resources. All these results are crucial for populations, their countries and regions.Originality/valueWhile the current literature on bed management is more focused on formal models or pure human and social perspectives, this article brings these two perspectives together in a single, holistic framework. As a result, this article points out that the complex bed management problem can be efficiently solved by combining LSPs and LTPs to present theoretical and practical contributions to the important social problem of hospital bed management.

show abstract

“…Despite offering detailed descriptions through case studies, none of the papers in Table II provided clear guidelines that could be followed by hospital managers in the implementation process of lean healthcare. Damián Sanz et al (2019) and Gupta et al (2018) followed the logic of VSM, which is a helpful tool but not enough to constitute a complete implementation roadmap. Even though Ben-Tovim et al (2008) present a kind of roadmap, the authors only described three broad phases of the lean implementation process, without detailing enough to be useful for hospital managers.…”

Section: Lean Healthcare Implementationmentioning

confidence: 99%

A case-based methodology for lean implementation in hospital operations

Régis

Santos

Gohr

2019

JHOM

View full text Add to dashboard Cite

Purpose Although there are general methodologies for lean implementation in manufacturing companies, a specific methodology for the implementation of lean healthcare in hospitals has not been addressed by the literature. Addressing this gap, the purpose of this paper is to develop a practice-driven methodology for implementing lean in hospital operations. Design/methodology/approach Three case studies were conducted to collect evidence on the lean implementation process in Brazilian hospitals. From empirical evidence and literature, the implementation methodology was proposed and submitted to critical assessment by experts from the field. Findings The process of lean implementation was very similar in all cases, triggered by strategic planning and operationalized by continuous improvement projects. On the other hand, in all cases, the lean implementation teams had to deal with employees’ resistance. These findings were valuable inputs to the development of the implementation methodology. After refinement, it was proposed a feasible, useful and user-friendly methodology. Research limitations/implications The proposed methodology was raised from the practice through case study research. However, the proposed methodology was not fully applied, and the associated performance measures were not elaborated in this paper. Therefore, more case studies and applications will be necessary to generalize the findings. Practical implications The methodology provides practical guidelines that support lean implementation in hospital operations. Although it demands adaptations for each specific hospital setting, this initial step may encourage hospital managers to start the lean journey. Originality/value This study addressed the gap in the literature regarding the lack of methodologies for implementing lean healthcare in hospital operations. The methodology synthesizes the knowledge, principles and tools of lean thinking that can be applied in hospital operations.

show abstract

Use of Lean techniques in health care in Spain to improve involvement and satisfaction of workers

Cited by 5 publications

References 29 publications

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Managing inpatient bed setup: an action-research approach using lean technical practices and lean social practices

A case-based methodology for lean implementation in hospital operations

Contact Info

Product

Resources

About