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Journal articles on the topic 'Lean healthcare'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 March 2023

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1

Coelho, Stela Maris, Carlos Frederico Pinto, Robisom Damasceno Calado, Evelin Araujo Marotta, Elisangela Romano, and Messias Borges Silva. "Lean healthcare." Journal of Innovation and Healthcare Management 1, no. 1 (August 10, 2015): 1–9. http://dx.doi.org/10.20396/jihm.v1i1.9305.

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The case study / report presented describes how processes were improved using Lean Value Stream Mapping tools and Queue Theory tools. Major outcomes were focused on reducing waiting time for patient access to treatment slots and reducing daily waiting time for access to treatment slots. The performance improvement was in the order of 75% total access slots, reducing from two hours to 30 minutes; and access to care waiting time reduced from more than three months to same day access to special cases; and one week waiting time or “planned access” to all other. The process redesign also eliminated up to three hours of overtime daily.

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2

Burgess, Nicola, and Zoe Radnor. "Evaluating Lean in healthcare." International Journal of Health Care Quality Assurance 26, no. 3 (March 15, 2013): 220–35. http://dx.doi.org/10.1108/09526861311311418.

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3

Bliss, Dean. "Lean in Healthcare—Wow." Frontiers of Health Services Management 26, no. 1 (2009): 39–42. http://dx.doi.org/10.1097/01974520-200907000-00006.

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4

Moffatt, Elizabeth K. "Applying Lean in Healthcare." AORN Journal 93, no. 2 (February 2011): 309–10. http://dx.doi.org/10.1016/j.aorn.2010.11.007.

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5

Dorval, Marc, and Marie-Hélène Jobin. "Exploring lean generic and lean healthcare cultural clusters." International Journal of Productivity and Performance Management 69, no. 4 (September 13, 2019): 723–40. http://dx.doi.org/10.1108/ijppm-01-2019-0057.

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Purpose Lean culture has been noted to be an underdeveloped concept. The purpose of this paper is to increase the understanding of Lean culture by determining its leading cultural clusters. Design/methodology/approach Content analysis was used to perform top relevant keywords exploration and qualitative analysis on main text of 33 reference books, 21 Lean generic and 12 Lean healthcare, consolidated as three cases (Lean general, Lean Liker et al. and Lean healthcare). Findings Four emergent Lean’s leading cultural clusters: operations, change, collectivity and humanity were identified inductively from ten 10 relevant keywords, namely, in order of importance: work, time, process, Lean, system, improvement, production, patient, people and team. Saliency of the word “time” is noteworthy. Cross-validation of these cultural clusters is demonstrated through sociotechnical systems theory. Research limitations/implications Content analysis is shown to be an effective research method enabling inductive analysis. Identification of four leading clusters should support productive further research on Lean culture. Practical implications The four cultural clusters indicate to healthcare and other domains managers, who wish to improve their Lean cultural transformation success rate, to focus their attention to what their organization actually does (operations), to how improvement happens (change) and to how everything (collectivity) and everyone (humanity) work together in their organization. Originality/value This work applies innovative content analysis on Lean reference books. It highlights the importance of time as an underappreciated Lean culture element. It provides evidence and additional support for link between Lean and sociotechnical systems theory.

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Magauov, Tolegen. "ISO and Lean Quality Management Systems in Healthcare." Journal "Medicine" 11-12, no. 221-222 (January 30, 2021): 13–21. http://dx.doi.org/10.31082/1728-452x-2020-221-222-11-12-13-21.

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Currently, in the healthcare of the Republic of Kazakhstan and many other countries, ISO standards are mandatory, and also in some countries the Lean Production System is used. In the Republic of Kazakhstan, the Ministry of Health issued guidelines for the implementation of lean technologies in healthcare organizations in 2017. However, the introduction of Lean technologies is not yet mandatory and has not become widespread in medical organizations in our country. In this regard, information on Lean technologies, experience of their application and effectiveness in healthcare organizations is useful for our medical managers and workers. Goal. Analysis of literature data on ISO and Lean quality management systems, their comparison, experience of application in healthcare organizations and efficiency. Material and methods. For this analysis, we searched for information on the issue with a depth of up to 20 years. Search for publications on the topic of the review was carried out in the databases of PubMed / MEDLINE, PMC, EMBASE, Web of Since, as well as a broad search through the browsers Google.com and Yahoo.com. The search criteria were combinations of terms: quality management system, healthcare, and lean production. Results and discussion. The description of the main features of the quality management systems ISO and Lean, as well as their comparison have been made. Information on the use of these systems in healthcare organizations is given. Currently, the Lean manufacturing system has been implemented in all healthcare organizations in the province of Saskatchewan (Canada), and a large-scale implementation has begun in the Russian Federation. Many medical organizations are implementing Lean system on their own initiative. Most publications have positive feedback on the Lean application. However, there are also several critical articles that the published positive reports lack a strong evidence base. In addition, it is impossible to compare the reports of different organizations due to the lack of a unified system for evaluating the effectiveness of Lean. Conclusion. The Lean manufacturing system is increasingly being used in healthcare organizations. Mostly positive results of Lean application are reported. However, the issue of its effectiveness in healthcare requires further research, since most of the reports cannot be considered as hard evidence. Keywords: quality management system, quality of care, lean management, customer satisfaction

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7

Jorma, Tapani, Hanna Tiirinki, Risto Bloigu, and Leena Turkki. "LEAN thinking in Finnish healthcare." Leadership in Health Services 29, no. 1 (February 1, 2016): 9–36. http://dx.doi.org/10.1108/lhs-08-2015-0021.

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Purpose – The purpose of this study is to evaluate how LEAN thinking is used as a management and development tool in the Finnish public healthcare system and what kind of outcomes have been achieved or expected by using it. The main focus is in managing and developing patient and treatment processes. Design/methodology/approach – A mixed-method approach incorporating the Webropol survey was used. Findings – LEAN is quite a new concept in Finnish public healthcare. It is mainly used as a development tool to seek financial savings and to improve the efficiency of patient processes, but has not yet been deeply implemented. However, the experiences from LEAN initiatives have been positive, and the methodology is already quite well-known. It can be concluded that, because of positive experiences from LEAN, the environment in Finnish healthcare is ready for the deeper implementation of LEAN. Originality/value – This paper evaluates the usage of LEAN thinking for the first time in the public healthcare system of Finland as a development tool and a management system. It highlights the implementation and achieved results of LEAN thinking when used in the healthcare environment. It also highlights the expectations for LEAN thinking in Finnish public healthcare.

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8

Carroll, Jean Gayton. "Lean-Six Sigma for Healthcare." Quality Management in Health Care 15, no. 1 (January 2006): 67. http://dx.doi.org/10.1097/00019514-200601000-00010.

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9

Improta, Giovanni, Giovanni Balato, Carlo Ricciardi, Mario Alessandro Russo, Ida Santalucia, Maria Triassi, and Mario Cesarelli. "Lean Six Sigma in healthcare." TQM Journal 31, no. 4 (July 8, 2019): 526–40. http://dx.doi.org/10.1108/tqm-10-2018-0142.

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Purpose Since healthcare spending accounts for approximately 6.6 per cent of the gross domestic product, reducing waste in health facilities is necessary to generate significant cost savings. After previous work concerning the application of Lean Six Sigma (LSS) to hip surgery, the purpose of this paper is to use LSS as the correct methodology to analyse a clinical pathway. Fast track surgery was introduced to the Complex Operative Unit of Orthopaedic and Traumatology of the University Hospital “Federico II” to improve quality and further reduce costs associated with prosthetic hip replacement surgery. Design/methodology/approach The DMAIC (Define, measure, analyse, improve, control) roadmap was used as the typical problem-solving approach of the LSS methodology. A rigorous process of defining, measuring, analysing, improving and controlling business problems can be used to reach fixed goals. The paper was written following the Standards for Quality Improvement Reporting Excellence (SQUIRES Guidelines). Findings In this work, the authors found that multiple variables could influence the length of hospital stay (LOS) for inpatient treatment, thereby increasing patient management costs due to longer periods of hospitalisation. Therefore, LSS analysis of the implemented corrective actions demonstrated the efficacy and efficiency of the novel protocol. The average LOS was reduced from 10.66 to 7.8 days (−26.8 per cent). Originality/value The introduction of fast track surgery was validated through a rigorous LSS analysis, which demonstrated that the new protocol benefitted both patients and the hospital.

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10

Wood, David. "A Prescription for Lean Healthcare." Healthcare Quarterly 17, no. 2 (April 1, 2014): 24–28. http://dx.doi.org/10.12927/hcq.2014.23881.

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Baker, G. Ross. "Improving Healthcare Using Lean Processes." Healthcare Quarterly 17, no. 2 (April 1, 2014): 18–19. http://dx.doi.org/10.12927/hcq.2014.23882.

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de Koning, Henk, John P. S. Verver, Jaap van den Heuvel, Soren Bisgaard, and Ronald J. M. M. Does. "Lean Six Sigma in Healthcare." Journal For Healthcare Quality 28, no. 2 (March 2006): 4–11. http://dx.doi.org/10.1111/j.1945-1474.2006.tb00596.x.

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Hallam, Cory R. A., and Carolina Contreras. "Lean healthcare: scale, scope and sustainability." International Journal of Health Care Quality Assurance 31, no. 7 (August 13, 2018): 684–96. http://dx.doi.org/10.1108/ijhcqa-02-2017-0023.

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Purpose Lean healthcare is highlighted in the literature as an approach to quality improvement and operational efficiency. The purpose of this paper is to study how Lean healthcare has been implemented by analyzing empirical outcomes. Design/methodology/approach The authors used a literature review as the primary research method, following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses process. Peer-reviewed journals were analyzed – searching for Lean healthcare implementation, tools used, wastes addressed, outcomes and sustainability. Findings Evidence suggests that Lean can improve healthcare operational effectiveness. However, empirical studies show implementation is still highly localized with small successes. Most transformations are focused on implementing one or two Lean tools that primarily target patient waiting times and there is minimal evidence about sustainability. Establishing clear definitions for healthcare-related Lean terminology may improve practice, especially episodic care and service quality. Originality/value This work provides a Lean healthcare case review. The research makes a significant contribution to Lean healthcare by increasing understanding (scale, scope and sustainability). From a theory building perspective, the authors suggest that barriers to adoption include a common healthcare-specific Lean terminology, and a need to expand implementation beyond small successes. This understanding will help identify key areas for further research in Lean healthcare management.

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Abdallah, Abdallah A. "Healthcare Engineering: A Lean Management Approach." Journal of Healthcare Engineering 2020 (October 3, 2020): 1–17. http://dx.doi.org/10.1155/2020/8875902.

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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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Hihnala, Susanna, Lilja Kettunen, Marjo Suhonen, and Hanna Tiirinki. "The Finnish healthcare services lean management." Leadership in Health Services 31, no. 1 (February 5, 2018): 17–32. http://dx.doi.org/10.1108/lhs-03-2017-0020.

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Purpose The purpose of this paper is to discuss health services managers’ experiences of management in a special health-care unit and development efforts from the point of view of the Lean method. Additionally, the aim is to deepen the knowledge of the managers’ work and nature of the Lean method development processes in the workplace. The research focuses on those aspects and results of Lean method that are currently being used in health-care environments. Design/methodology/approach These data were collected through a number of thematic interviews. The participants were nurse managers (n = 7) and medical managers (n = 7) who applied Lean management in their work at the University Hospital in the Northern Ostrobothnia Health Care District. The data were analysed with a qualitative content analysis. Findings A common set of values in specialized health-care services, development of activities and challenges for management in the use of the Lean manager development model to improve personal management skills. Practical implications Managers in specialized health-care services can develop and systematically manage with the help of the Lean method. This emphasizes assumptions, from the point of view of management, about systems development when the organization uses the Lean method. The research outcomes originate from specialized health-care settings in Finland in which the Lean method and its associated management principles have been implemented and applied to the delivery of health care. Originality/value The study shows that the research results and in-depth knowledge on Lean method principles can be applied to health-care management and development processes. The research also describes health services managers’ experiences of using the Lean method. In the future, these results can be used to improve Lean management skills, identify personal professional competencies and develop skills required in development processes. Also, the research findings can be used in the training of health services managers in the health-care industry worldwide and to help them survive the pressure to change repeatedly.

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Leifso, Justin. "Moving and resisting Lean: Saskatchewan’s contested implementation of Lean healthcare." Canadian Public Administration 64, no. 4 (November 10, 2021): 611–30. http://dx.doi.org/10.1111/capa.12437.

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Sousa, Francisco Leon Torres de, and Maria Salete Bessa Jorge. "Lean healthcare: uma proposta de implantação." Research, Society and Development 11, no. 7 (May 19, 2022): e16811729356. http://dx.doi.org/10.33448/rsd-v11i7.29356.

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O artigo tem como objetivo propor à implantação da metodologia lean healthcare para um centro de saúde juntamente com o desenvolvimento de aplicativo que auxilie nesse processo. Para isso o artigo faz uma abordagem da metodologia Lean focada para a área da saúde onde busca enfatizar a gestão da qualidade, reduzindo custos e desperdícios para a gestão pública, beneficiando assim a população e colaboradores ao mesmo tempo. Utilizou-se o método de revisão de literatura à acerca do tema, juntamente com entrevistas semi-estruturadas de forma remotas, pois ainda estava com alto índices de contágios da corona vírus, com os gestores do centro para ter informações à cerca do funcionamento e metodologias aplicadas, utilizando posteriormente o software NVIVO 11® para análise das entrevistas. Onde percebe-se que mesmo seguindo orientações do município e ministérios o sistema necessita de ferramentas focadas na gestão da qualidade, surgindo assim a proposta da metodologia em estudo. Como considerações finais ficou evidenciado que existe a necessidade de trabalhar uma organização voltada para a gestão da qualidade, onde o aplicativo proposto daria auxilio na implantação do processo.

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Bobrovich, V. V., Yu V. Evstaf'eva, E. N. Romanova, and E. V. Andreeva. "LEAN MANAGEMENT IN THE HEALTHCARE SYSTEM." Transbaikalian Medical Bulletin, no. 1 (2022): 27–34. http://dx.doi.org/10.52485/19986173_2022_1_27.

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Drotz, Erik, and Bozena Poksinska. "Lean in healthcare from employees’ perspectives." Journal of Health Organization and Management 28, no. 2 (May 13, 2014): 177–95. http://dx.doi.org/10.1108/jhom-03-2013-0066.

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Rybkowski, Zofia K. "Applying Lean Methods to Healthcare Design." HERD: Health Environments Research & Design Journal 10, no. 3 (March 24, 2017): 12–17. http://dx.doi.org/10.1177/1937586717694797.

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21

D’Andreamatteo, Antonio, Luca Ianni, Federico Lega, and Massimo Sargiacomo. "Lean in healthcare: A comprehensive review." Health Policy 119, no. 9 (September 2015): 1197–209. http://dx.doi.org/10.1016/j.healthpol.2015.02.002.

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Waring, Justin J., and Simon Bishop. "Lean healthcare: Rhetoric, ritual and resistance." Social Science & Medicine 71, no. 7 (October 2010): 1332–40. http://dx.doi.org/10.1016/j.socscimed.2010.06.028.

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Radnor, Zoe J., Matthias Holweg, and Justin Waring. "Lean in healthcare: The unfilled promise?" Social Science & Medicine 74, no. 3 (February 2012): 364–71. http://dx.doi.org/10.1016/j.socscimed.2011.02.011.

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Brandao de Souza, Luciano. "Trends and approaches in lean healthcare." Leadership in Health Services 22, no. 2 (May 2009): 121–39. http://dx.doi.org/10.1108/17511870910953788.

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Wood, David. "Taking the Pulse of Lean Healthcare." Healthcare Quarterly 15, no. 4 (October 29, 2012): 27–33. http://dx.doi.org/10.12927/hcq.2013.23198.

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Singh, Poonam. "Lean in healthcare organization: an opportunity for environmental sustainability." Benchmarking: An International Journal 26, no. 1 (February 4, 2019): 205–20. http://dx.doi.org/10.1108/bij-04-2018-0104.

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PurposeThe purpose of this paper is to provide insights toward the potential of lean healthcare organization for environment sustainability and develop propositions for future studies.Design/methodology/approachThis is a conceptual paper to study the inbuilt capacity of lean healthcare organization to mitigate environmental footprint. As a result, lean compatibility with environmental sustainability (ES) has been explored in areas like manufacturing, supply chain, aviation, construction, etc. The lean philosophy, lean culture and lean tools were analyzed to identify their contribution to ES in the context of healthcare organizations.FindingsBased on the analysis of lean philosophy, culture and tool, this paper theorizes that lean healthcare organizations have huge potential to mitigate environmental footprints. Lean healthcare organizations need not to do any extra effort for ES albeit it is inbuilt in it. Lean philosophy provides a vision to the healthcare organization for ES whereas lean culture bestow healthcare with an epistemology for the same.Research limitations/implicationsThis paper provides insight that ES is embedded in lean healthcare organizations. Lean healthcare organizational culture is ideal for application for constructivism theory where employees construct a new knowledge from their experiences to minimize the waste that eventually help in ES.Originality/valueMajor contributions of the study include a new approach for mitigating the environmental footprints by adopting lean in healthcare organization.

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LIMON ROMERO, JORGE, YOLANDA BAEZ LOPEZ, ARMANDO PEREZ SANCHEZ, and DIEGO TLAPA MENDOZA. "LEAN HEALTHCARE AND SIX SIGMA IN THE FRAMEWORK OF INDUSTRY 4.0." DYNA 96, no. 4 (July 1, 2021): 344. http://dx.doi.org/10.6036/10149.

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Healthcare today, more than ever, faces a variety of challenges. One of them is to increase efficiency while improving the level of service quality. Specifically in hospitals, operational efficiency means rapid access to care, minimal waiting time, and the delivery of quality care without waste at minimal cost.

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Cheng, Siu Yee, David Bamford, Marina Papalexi, and Benjamin Dehe. "Improving access to health services – challenges in Lean application." International Journal of Public Sector Management 28, no. 2 (March 2, 2015): 121–35. http://dx.doi.org/10.1108/ijpsm-05-2014-0066.

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Purpose – Healthcare organisations face significant productivity pressures and are undergoing major service transformation. The purpose of this paper is to disseminate findings from a Lean healthcare project using a National Health Service Single Point of Access environment as the case study. It demonstrates the relevance and extent that Lean can be applied to this type of healthcare service setting. Design/methodology/approach – Action research was applied and Lean tools used to establish current state processes, identify wastes and develop service improvement opportunities based upon defined customer values. Findings – The quality of referral information was found to be the root cause of a number of process wastes and causes of failure for the service. Recognising the relationship and the nature of interaction with the service’s customer/supplier lead to more effective and sustainable service improvement opportunities and the co-creation of value. It was also recognised that not all the Lean principles could be applied to this type of healthcare setting. Practical implications – The study is useful to organisations using Lean to undertake service improvement activities. The paper outlines how extending the value stream beyond the organisation to include suppliers can lead to improved co-production and generation of service value. Originality/value – The study contributes to service productivity research by demonstrating the relevance and limitations of Lean application in a new healthcare service setting. The case study demonstrates the practical challenges of implementing Lean in reciprocal service design models and adds validity to existing contextual models.

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van Rossum, Lisa, Kjeld Harald Aij, Frederique Elisabeth Simons, Niels van der Eng, and Wouter Dirk ten Have. "Lean healthcare from a change management perspective." Journal of Health Organization and Management 30, no. 3 (May 16, 2016): 475–93. http://dx.doi.org/10.1108/jhom-06-2014-0090.

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Purpose – Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the “toolbox lean” toward an actual transformation to lean healthcare. Design/methodology/approach – A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow. Findings – The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare. Originality/value – With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization’s change capacity as crucial success factor for a sustainable transformation to lean healthcare.

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Rahmawati, Nahardian Vica, Nihayatul Munaa, and Faizatul Ummah. "Lean Healthcare Implementation: How is The Employee’s Acceptance?" BIO Web of Conferences 54 (2022): 00020. http://dx.doi.org/10.1051/bioconf/20225400020.

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Lean healthcare is a new concept in hospital management that not only focus on patient value but also efficiency. This study aimed to understand how far the employees bring lean healthcare implementation in to their daily work. Lean healthcare phylosophy tend to built a lean culture. This study used a descriptive qualitative study design with lean team in several unit in Panti Rapih Hospital. This study adopted an instrument of Lean in Healthcare Quistionaire which measure four domain principal of lean, they are pylosophy, process, people and partner, and problem solving. Result of this study showed that not all indicators have met the highest level of maturity of lean healthcare implementation. Indicator standardization still low in the iplementation, in the other hand rewarding staff system is Panti rapih Hospital already design and have the haighest score. The management should focus on the improvement of job evaluation process with a certain indicator or procedures. Threfore, the employee’s performance can be improve directly from the result of evaluation.

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Habidin, Nurul Fadly. "THE DEVELOPMENT OF LEAN HEALTHCARE MANAGEMENT SYSTEM (LHMS) FOR HEALTHCARE INDUSTRY." Asian Journal of Pharmaceutical and Clinical Research 10, no. 2 (February 1, 2017): 97. http://dx.doi.org/10.22159/ajpcr.2017.v10i2.14193.

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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.Keywords: Lean healthcare, Healthcare performance, Healthcare industry, Malaysian.

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Vieira, Lara Camila Nery, Michelle De Oliveira Menezes, Cristiane Agra Pimentel, and Grace Kelly Sampaio Juventino. "Lean healthcare no Brasil: uma revisão bibliométrica." Revista de Gestão em Sistemas de Saúde 9, no. 3 (October 22, 2020): 381–405. http://dx.doi.org/10.5585/rgss.v9i3.16882.

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O setor de saúde brasileiro possui problemas como superlotação de leitos e longos períodos de espera. Recentemente a filosofia lean abrangeu a saúde, denominando-se Lean Healthcare, com o propósito diminuir ou eliminar os problemas que esta área enfrenta. Este trabalho possui como objetivo realizar uma revisão bibliométrica sobre o Lean Healthcare visando identificar as regiões do Brasil que mais pesquisam, detalhando as ferramentas utilizadas e respectivas áreas em que foram aplicadas. Como metodologia, utilizou-se um procedimento sistemático exploratório de extração de trabalhos das bases de dados Scielo, Google Academic, Science Direct, Engineering Village e Scopus com análise qualitativa facilitada pelo software StArt. Foram selecionados 66 artigos de 137 e encontradas mais publicações na região sudeste. Houve maior uso do Mapeamento de Fluxo de Valor (81,3%) e Kaizen (25,8%) além de outras ferramentas, em muitas áreas hospitalares. A área cirúrgica (21,2%), a área de urgência e emergência (16,7%); a área quimioterápica, oncológica, radioterápica (13,6%) possuíram maior destaque nos estudos. Encontrou-se também apenas 24,2% estudos com implementações das recomendações feitas. Esta revisão bibliométrica traz indicadores que demonstram os impactos da prática do Lean Healthcare apenas em hospitais brasileiros, além da disparidade das regiões implantadas e a relação entre áreas hospitalares e ferramentas.

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Turan, Hakan, and Gokmen Turan. "Lean Manufacturing Practises In The Healthcare System." Health Care Academician Journal 2, no. 3 (2015): 127. http://dx.doi.org/10.5455/sad.2015131451421279.

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郭, 仓义. "The Review and Development of Lean Healthcare." Service Science and Management 02, no. 01 (2013): 27–31. http://dx.doi.org/10.12677/ssem.2013.21005.

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Lindskog, Pernilla, Jens Hemphälä, and Andrea Eriksson. "Lean tools promoting individual innovation in healthcare." Creativity and Innovation Management 26, no. 2 (January 2, 2017): 175–88. http://dx.doi.org/10.1111/caim.12201.

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Lavy, Sarel, and José Fernández-Solis. "Complex Healthcare Facility Management and Lean Construction." HERD: Health Environments Research & Design Journal 3, no. 2 (January 2010): 3–6. http://dx.doi.org/10.1177/193758671000300201.

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Díaz, Angel, Juan Pons, and Luis Solís. "Improving healthcare services: lean lessons from Aravind." International Journal of Business Excellence 5, no. 4 (2012): 413. http://dx.doi.org/10.1504/ijbex.2012.047907.

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Young, T., and S. McClean. "Some challenges facing Lean Thinking in healthcare." International Journal for Quality in Health Care 21, no. 5 (September 11, 2009): 309–10. http://dx.doi.org/10.1093/intqhc/mzp038.

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Fine, Benjamin, Brian Golden, Rosemary Hannam, and Dante Morra. "Leading Lean: A Canadian Healthcare Leader's Guide." Healthcare Quarterly 12, no. 3 (May 28, 2009): 32–41. http://dx.doi.org/10.12927/hcq.2013.20877.

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Menefee, Natalie Petersen, William M. Mothersell, and Jaideep Motwani. "Knowledge driven lean in healthcare: a necessity." International Journal of Business Innovation and Research 12, no. 1 (2017): 120. http://dx.doi.org/10.1504/ijbir.2017.080713.

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Mothersell, William M., Jaideep Motwani, and Natalie Petersen Menefee. "Knowledge driven lean in healthcare: a necessity." International Journal of Business Innovation and Research 12, no. 1 (2017): 120. http://dx.doi.org/10.1504/ijbir.2017.10000671.

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Ferreira, William De Paula, Adriano Maniçoba Da Silva, Wilson Yoshio Tanaka, and Eugênio De Felice Zampini. "LEAN & HEALTHCARE ORGANIZATIONS - A SYSTEMATIC LITERATURE REVIEW WITH BIBLIOMETRIC ANALYSIS ON APPLICATION OF LEAN HEALTHCARE IN BRAZIL." Brazilian Journal of Operations & Production Management 13, no. 4 (December 30, 2016): 422. http://dx.doi.org/10.14488/bjopm.2016.v13.n4.a2.

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Despite having its roots in the Japanese automotive industry, Lean philosophy has been successfully applied in many companies of different sectors. In recent years several studies have been done regarding the potential of this managerial technology that may transform the healthcare organizations. The objective of this theoretical research paper is to conduct a Systematic Literature Review (SLR) with bibliometric analysis on application of Lean healthcare in Brazil. The aim is to understand the advancement of this research field in Brazil, investigating how Lean thinking has been put into practice and how this innovation has helped those companies to deliver more value to its customers. Peer reviewed articles were searched in 9 data sources. At first, a total of 5,473 articles were identified, which were reduced to 2,983 after Endnote software duplicate reference analysis. 789 articles were screened, after reviewing the adherence to the topic. Resulting in a sample of only 9 articles, after all inclusion criteria were match. The results suggest that Lean thinking has been applied successfully in many healthcare organizations. However, the research field in Brazil is quite new, having a great potential to increase.

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Radcliffe, Eloise, Maria Kordowicz, Caroline Mak, Guy Shefer, David Armstrong, Patrick White, and Mark Ashworth. "Lean implementation within healthcare: imaging as fertile ground." Journal of Health Organization and Management 34, no. 8 (October 14, 2020): 869–84. http://dx.doi.org/10.1108/jhom-02-2020-0050.

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PurposeThe purpose of this paper is to understand the barriers and enablers to lean implementation as part of an imaging quality improvement programme from a socio-cultural perspective.Design/methodology/approachAn in-depth 33 month ethnographic study, using observation and qualitative interviews, examined the process of lean implementation as part of an improvement programme.FindingsImplementation of lean was more successful compared with other reports of lean in healthcare settings. Key enablers of lean were high levels of multidisciplinary staff involvement and engagement; the professional credibility of facilitators and clinicians as early adopters, all within a wider culture of relatively strong inter-professional relationships in the imaging department. These enablers combined with the more routinised and standardised nature of imaging pathways compared to some other acute specialties suggest that imaging is fertile ground for lean, linked to the manufacturing origins of lean.Practical implicationsWhen introducing lean within healthcare settings, special attention needs to be paid to the specific healthcare context and the existing cultures of inter-professional relationships. Fostering an improvement culture and engagement with training, together with adequate financial resource, are a key to contributing to the level of acceptability of an improvement tool such as lean.Originality/valueThis ethnographic study, bringing together rich multi-source data, has provided a detailed insight into the cultural workings of the process of lean implementation within a complex healthcare system.

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Indrawati, Sri, and Enif Ramadhan Madarja. "Lean Healthcare Improvement Model Using Simulation-Based Lean Six-Sigma and TRIZ." Mathematical Modelling of Engineering Problems 9, no. 3 (June 30, 2022): 849–55. http://dx.doi.org/10.18280/mmep.090335.

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As a part of primary care clinic, the Indonesian-community health center is responsible for efforts to encourage independence and create a community for healthy living. The service facility commonly used is the general polyclinic. A number of problems occur are non-value added activities that lead to a longer waiting time. Therefore, the aim of this study is to improve the service performance at Indonesian-community health center. This research used six sigma DMAIC model in evaluating the current service system using value stream mapping (VSM), determining critical waste using the Borda count method, identifying the root causes of critical waste, designing the alternative service system improvements using theory of inventive problem solving (TRIZ), building alternative simulation models using Flexsim software, and evaluate the improvement plan. The result shows that the average time of general polyclinic services in current system is 107 minutes with waiting as critical waste (23%). There are two health-service improvement scenarios developed using theory of inventive problem-solving method (TRIZ), i.e. scenario 1 and scenario 2. Both scenarios are evaluated by considering some criterias, i.e. idle time, waiting time, number of patients served, lead-time and process cycle efficiency. The best scenario is scenario 2 with 48.2% reduction in lead time and process cycle efficiency increased by 48%.

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Al-Farsi, Yahya M., and Shahid M. Al-Balushi. "Go Lean, Get Leaner: The application of lean management in Omani healthcare." Sultan Qaboos University Medical Journal [SQUMJ] 18, no. 4 (March 28, 2019): 431. http://dx.doi.org/10.18295/10.18295/squmj.2018.18.04.001.

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Antony, Jiju, Vijaya Sunder M., Raja Sreedharan, Ayon Chakraborty, and Angappa Gunasekaran. "A systematic review of Lean in healthcare: a global prospective." International Journal of Quality & Reliability Management 36, no. 8 (September 2, 2019): 1370–91. http://dx.doi.org/10.1108/ijqrm-12-2018-0346.

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Purpose Fostered by a rapid spread beyond the manufacturing sector, Lean philosophy for continuous improvement has been widely used in service organizations, primarily in the healthcare sector. However, there is a limited research on the motivating factors, challenges and benefits of implementing Lean in healthcare. Taking this as a valuable opportunity, the purpose of this paper is to present the key motivating factors, limitations or challenges of Lean deployment, benefits of Lean in healthcare and key gaps in the literature as an agenda for future research. Design/methodology/approach The authors used the secondary data from the literature (peer-reviewed journal articles) published between 2000 and 2016 to understand the state of the art. The systematic review identified 101 articles across 88 journals recognized by the Association of Business Schools ranking guide 2015. Findings The systematic review helped the authors to identify the evolution, current trends, research gaps and an agenda for future research for Lean in healthcare. A bouquet of motivating factors, challenges/limitations and benefits of Lean in healthcare are presented. Practical implications The implications of this work include directions for managers and healthcare professionals in healthcare organizations to embark on a focused Lean journey aligned with the strategic objectives. This work could serve as a valuable resource to both practitioners and researchers for learning, investigating and rightly adapting the Lean in the healthcare sector. Originality/value This study is perhaps one of the comprehensive systematic literature reviews covering an important agenda of Lean in Healthcare. All the text, figures and tables featured here are original work carried by five authors in collaboration (from three countries, namely, India, the USA and the UK).

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Munaa, Nihayatul, and Faizatul Ummah. "Lean Healthcare Readiness Evaluation among Staff in Private Hospital." BIO Web of Conferences 54 (2022): 00015. http://dx.doi.org/10.1051/bioconf/20225400015.

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Lean Management in Healthcare Institution shows several benefit based on evidence both clinically and financially. Some hospital in Indonesia already implemented lean management. In order to achieve sustainability of lean implementation, the hospital have to in the ready level to adopted it. This study aimed to evaluate the lean healthcare readiness among staff in private hospital. Thi sstudy used a quantitative study design with population of all employee in Panti rapih Hospital Yogyakarta. Sample of this study were 100 staff in some units that implemented lean healthcare. This study analysis used fuzzy technique from Lean Readiness Framework Instrument. This study showed that based on fuzzy and Euclidean analysis the readiness level of Panti Rapih Hospital in lean healthcare implementation is Close to ready (6.2 out of 7). This status means that the hospital already implemented lean in all aspect and bring to the daily basis work. The employee also put the patient safety and patient value in the first place. Unfortunately, the relationship between the hospital and the supplier did not have a standardization regarding lean implementation to reduce and eliminate waste in the process.

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Nihayatul Munaa, Ayu Tyas Purnamasari, Faizatul Ummah, Nahardian Vica Rahmawati, M. Ganda Saputra, and Nuryati. "Implementation of lean thinking in healthcare services: Why is it importance." World Journal of Advanced Research and Reviews 17, no. 2 (February 28, 2023): 593–603. http://dx.doi.org/10.30574/wjarr.2023.17.2.0246.

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Background: : Indonesia has implemented National Health Insurance since 2014 through quality improvement and cost efficiency strategy. In the early implementation, many hospitals suffered a loss due to the absence of efficiency in operational health services. In the other hand, few hospitals have implemented lean as an attempt of quality improvement and cost efficiency in National Health Insurance era. There is not enough evidence in Indonesia to support management tools implementation such as Lean for improving efficiency. Aims: This study aims to develop scientific knowledge and goodwill of Lean implementation in healthcare services in many countries. This study also becomes evidence-based to implement lean in Indonesia. Methods: This study used a systematic literature review and searched PubMed, Scopus, Clinical key, Sciencedirect, EBSCO, and other related journals from 2009 to 2018 with syntax keywords for each database. Twenty-two articles were included in the reviewed. Results: The result showed that most journals discussed Lean reducing lead time and ALOS to improve the patient value and patient safety, as well as the amount of journal discussed about Lean made cost reduction in healthcare operational to improve efficiency. Conclusion: Lean implementation should be adopted by Indonesian hospitals as quality improvement and cost containment strategy and enhance patient safety under National Health Insurance era.

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Beçi Bushi, Eni, Klejda Harasani, Andreas Kakouris, and Delina Xhafaj. "Using experts’ consensus to evaluate the Readiness Factors of Lean Implementation in Healthcare." International Journal of Scientific Research and Management 10, no. 08 (August 26, 2022): 678–86. http://dx.doi.org/10.18535/ijsrm/v10i08.mp03.

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BACKGROUND: The core idea of the Lean philosophy in healthcare is a continuous improvement by minimizing waste and maximizing the value delivered to patients. Although there is growing interest in lean applications in healthcare organizations, the study of readiness factors for implementing Lean in this sector remains one of the reasons for Lean failure. OBJECTIVE: This study aims to identify and validate the readiness factors that influence the successful and sustainable implementation of Lean in healthcare organizations. METHODS: A systematic review of the literature was performed to synthesize readiness factors that help healthcare organizations implement lean practices. The Delphi method was used to validate the identified factors from the perspective of the healthcare experts. RESULTS: This systematic review revealed eleven readiness factors that are important contributors to the success of Lean implementation in healthcare. After three rounds of Delphi, a moderate consensus (Kendall's W=0.519; P<0.001) was achieved among the experts’ panel regarding the nine readiness factors. Seven factors were extracted from the literature review and two were derived from experts’ suggestions. CONCLUSIONS: The investigation of organizational readiness to implement lean may help healthcare organizations be better prepared for their initiation of the Lean journey and enable the sustainability of improvements.

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Barreto, Kelvia de Oliveira, Rogeane Morais Ribeiro, Maria do Socorro Silva Mesquita, Rita de Cássia Lopes Da Ponte, Georgia Maria Melo Feijão, and Ticiana Mont'Alverne Parente Feijão. "Benefícios do lean healthcare em um centro de especialidades médicas / Benefits of lean healthcare in one medical specialty center." Brazilian Journal of Development 8, no. 6 (June 17, 2022): 46623–41. http://dx.doi.org/10.34117/bjdv8n6-261.

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