Using lean methods to improve OR turnover times

Leslie, Marshall; Hagood, Charles; Royer, Adam J.; Reece, Charles P.; Maloney, Sara

doi:10.1016/s0001-2092(06)63971-9

Cited by 37 publications

(25 citation statements)

References 1 publication

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“…However, he could not determine whether and how TPS principles might apply to healthcare. Ballé and Régnier (2007) and Jimmerson et al, (2005) describe single-site interventions aimed at reducing medical and medication errors, improving operating room turnover (Leslie et al, 2006), reducing waiting lists (Hobson, 2007) and patient waiting times (Lodge and Bamford, 2008), streamlining clinical trial protocols (McJoynt et al, 2009) and patient flows (King et al, 2006).…”

Section: Lean In the Health Sectormentioning

confidence: 99%

Illusion or delusion – Lean management in the health sector

McIntosh

Sheppy

Cohen³

2014

International Journal of Health Care Quality Assurance

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Structured AbstractPurpose: There has been considerable interest in implementing practices imported from manufacturing into healthcare as a solution to rising healthcare spending and disappointing patient safety indicators. One approach attracting particular interest is Lean management, which is explored in this article. Design/methodology/approach: The exploratory research focuses on Lean management in the health sector. It is based on extensive secondary data and it is a practical in implication. Data provided both background and context. Findings: Despite widespread enthusiasm about Lean management's potential, evidence about its contribution to higher performance is inconsistent. Research limitations/implications: Major Lean operations management and human resource management concepts, including just-in-time (JIT), total quality management (TQM) and total productive maintenance (TPM) are explored. Practical implications: This article contributes to the healthcare organizational management literature by showing that although Lean management seems to have the potential to improve organizational performance; it is far from a panacea for underperforming hospitals. The article informs policy-making by suggesting that a progressive managerial philosophy has a stronger impact on healthcare performance than adopting practices from any particular managerial approach. Originality/value: A critical evaluation on Lean's impact on informing healthcare policy is presented, which contributes to healthcare organisational management literature by showing that even though Lean management in healthcare appears to have the potential to improve performance; there remain problems with its application.

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Section: Lean In the Health Sectormentioning

confidence: 99%

Illusion or delusion – Lean management in the health sector

McIntosh

Sheppy

Cohen³

2014

International Journal of Health Care Quality Assurance

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“…Fewer than 20% of all articles stated a project goal, and most of these were in qualitative or immeasurable terms. Common process improvement projects in healthcare settings included improving operating room (OR) throughput (Adams et al 2004;Does et al 2009;Fairbanks 2007;Leslie et al 2006;Van den Heuvel et al 2006), improving emergency department (ED) throughput (Ben-Tovim et al 2008;Christianson et al 2005;Dickson et al 2008;Johnson et al 2005;Kelly et al 2007), reducing medication errors (Buck 2001;Chan and Pharm 2004;Chassin 2008;Christianson et al 2005;Esimai 2005), reducing patient wait times (Ben-Tovim et al 2008;Bush et al 2007;Christianson et al 2005;Johnson et al 2005), reducing other turn-around times (not OR or ED) (Bush et al 2007;Chan et al 2005;Chassin 2008;Christianson et al 2005;Daniels 2007;Godin et al 2004;Gorman et al 2007;Johnson et al 2005;LeBlanc et al 2004;Raab et al 2008), reducing other non-medication errors Kang et al 2005), and following best practices of care (Drenckpohl et al 2007;Elberfeld et al 2004;Eldridge et al 2006;Johnson et al 2005;Neri et al 2008, van den Heuvel et al 2006). However, in these studies the outcomes were not stated as goals, and specific targets were not set prior to implementation.…”

Section: Application and Alignment In Healthcare Contextsmentioning

confidence: 99%

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

Langabeer¹,

DelliFraine²,

Heineke

et al. 2009

Oper Manag Res

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Organizational quality improvement practices have gained wide acceptance in manufacturing industries over the last several decades. A substantial number of books have been written on Lean and Six Sigma alone, which today are the leading improvement initiatives. The healthcare industry however has been slower to adopt these methods, although anecdotal evidence suggests they are now being gradually diffused throughout hospitals on an increasing basis. Yet, these new practices have been developed substantially without a theoretical foundation (Linderman et al. J Oper Manag 21:193-203, 2003) and the question of industry "fit" is the topic of debate for many physicians and administrators (Kassirer N Engl J Med 339: [1543][1544][1545] 1998). This article provides the descriptive results from our mixed methods research, combining survey questionnaire with semi-structured interviews, that examines implementation of two quality improvement initiatives (Lean and Six Sigma) in a cross-sectional sample of hospitals. We used correlations and non-parametric tests to examine relationships between goal attainment and quality management, and present descriptive findings about reported usage and adoption of quality initiatives. Importantly, we find that the efficacy of quality improvement initiatives in healthcare may be impeded by the lack of goal clarity and measurement. We build on these initial results by offering recommendations to improve results in practice, as well as an agenda for further research of quality initiatives in healthcare. The objectives of our research are to better understand how Lean and Six Sigma fit in the healthcare industry and to explore goal and value attainment from these projects.

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“…The lean concept originally developed in the automotive industry to deliver high-quality product and services while improving organizational performance and satisfying customers [9][10][11]. However, some organizations have begun adapting these concepts for the healthcare industry.…”

Section: Introductionmentioning

confidence: 99%

The Development of Lean Healthcare Management System (Lhms) for Healthcare Industry

Habidin¹

2017

Asian J Pharm Clin Res

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Objective: The objective of this study was to identify lean healthcare management system (LHMS) constructs and to develop model to test the validity (exploratory [EFA] and confirmatory factor analysis [CFA]) of LHMS constructs for Malaysian healthcare industry.Methods: Data were obtained from 238 healthcare managements in Malaysian healthcare industry. This report presents the results of the EFA, reliability analysis, and CFA which are empirically verified.Results: A set of assessment measurement of LHMS constructs is expected to be suitable for characteristics and improves the competitiveness. The result shows that eight constructs of LHMS are acceptable in this study. Conclusion:This research specifies a study which is based on the LHMS measurement includes leadership, employee involvement, organizational culture, customer focus, technological innovation, process innovation, managerial innovation, and healthcare performance. This study provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve performance through the implementation of LHMS.

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Using lean methods to improve OR turnover times

Cited by 37 publications

References 1 publication

Illusion or delusion – Lean management in the health sector

Illusion or delusion – Lean management in the health sector

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

The Development of Lean Healthcare Management System (Lhms) for Healthcare Industry

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