Journal of Qualitative Research in Health Sciences

Journal of Qualitative Research in Health Sciences

Current Issue

By Issue

By Author

By Subject

Author Index

Keyword Index

About Journal

Aims and Scope

Editorial Board

Publication Ethics

Peer Review Process

Editorial Policy

Indexing and Abstracting

Related Links

Journal Metrics

FAQ

News

Guide for Authors

Galley Proof

Lean thinking in healthcare setting: A Walker-Evant Concept Analysis

Document Type : Original Article

Authors

1 Department of Nursing, Faculty of Nursing and Midwifery, Birjand University of Medical Sciences, Birjand, Iran

2 Department of Nursing, Kashmar School of Medical Sciences, Mashhad University of Medical Sciences, Mashhad, Iran

10.34172/jqr.1405

Abstract

Background: This study investigated the application of lean thinking in healthcare settings using Walker and Avant’s eight-step concept analysis method to gain a comprehensive understanding of how lean thinking is implemented in various healthcare contexts, both theoretically and practically.
Methods: The study utilized Walker and Avant’s eight-step concept analysis method to analyze the concept of lean thinking in healthcare. This systematic approach allowed for a thorough examination and exploration of applying the principles of lean thinking in healthcare settings.
Results: The analysis provided valuable insights into the implementation of lean thinking in healthcare, making significant contributions to both theoretical development and practical application in healthcare contexts. The research emphasizes the importance of adopting lean thinking to enhance efficiency and effectiveness in healthcare delivery.
Conclusion: The findings of this study underscored the significance of lean thinking in healthcare and its potential to improve healthcare delivery systems. Future research directions and potential empirical referents, such as patient satisfaction, access to services, and healthcare service quality, offer valuable insights for further enhancing the implementation of lean thinking principles. Moreover, the perspectives and novel insights uncovered during the analysis provide a tantalizing glimpse of the original contributions it offers to the field.

Keywords

References
  1. Ong KY, Zailani S, Kanapathy K, Rahman MK, Mamun AA, Bhuiyan MA. Determinants of effectiveness of lean healthcare performance in Malaysian public hospitals. TQM J. 2023;35(7):1815-29. doi: 10.1108/tqm-04-2022-0137.
  2. Zdęba-Mozoła A, Rybarczyk-Szwajkowska A, Czapla T, Marczak M, Kozłowski R. Implementation of lean management in a multi-specialist hospital in Poland and the analysis of waste. Int J Environ Res Public Health. 2022;19(2):800. doi: 10.3390/ijerph19020800.
  3. Harolds JA. Quality and safety in healthcare, part XCI: lean thinking in healthcare. Clin Nucl Med. 2023;48(8):e410-2. doi: 10.1097/rlu.0000000000003919.
  4. Rachh P, Davis MA, Heilbrun ME. Quality improvement report: improving pre- and postprocedure care area workflows at a busy urban academic hospital using lean management principles. Radiographics. 2023;43(2):e220089. doi: 10.1148/ rg.220089.
  5. Goretti G, Pisarra M, Capogreco MR, Meroni P. A framework for lean implementation in preoperative assessment: evidence from a high complexity hospital in Italy. Health Serv Manage Res. 2024;37(4):236-44. doi: 10.1177/09514848231194853.
  6. Vijverberg JR, Rouppe van der Voort MB, van der Nat PB, Mosselman MJ, Rigter S, Biesma DH, et al. How to use lean thinking for the optimization of clinical pathways: a systematic review and a proposed framework to analyze pathways on a system level. Healthcare (Basel). 2023;11(18):2488. doi: 10.3390/healthcare11182488.
  7. de Barros LB, Caldas LP, Bohomol E, Sarantopoulos A, Minatogawa V, Gasparino RC. Evaluation of waste related to the admission process of low-complexity patients in emergency services, in light of the lean healthcare philosophy. Int J Environ Res Public Health. 2022;19(12):7044. doi: 10.3390/ijerph19127044.
  8. Amati M, Valnegri A, Bressan A, La Regina D, Tassone C, Lo Piccolo A, et al. Reducing changeover time between surgeries through lean thinking: an action research project. Front Med (Lausanne). 2022;9:822964. doi: 10.3389/fmed.2022.822964.
  9. Schretlen S, Hoefsmit P, Kats S, van Merode G, Maessen J, Zandbergen R. Reducing surgical cancellations: a successful application of Lean Six Sigma in healthcare. BMJ Open Qual. 2021;10(3):e001342. doi: 10.1136/bmjoq-2021-001342.
  10. Schouten H, Heusinkveld S, van der Kam W, Benders J. Implementing lean-led hospital design; lessons gained at a pioneer. J Health Organ Manag. 2021;35(1):1-16. doi: 10.1108/jhom-08-2019-0250.
  11. Scheffer BK, Rubenfeld MG. A consensus statement on critical thinking in nursing. J Nurs Educ. 2000;39(8):352-9. doi: 10.3928/0148-4834-20001101-06.
  12. Tanner CA. Thinking like a nurse: a research-based model of clinical judgment in nursing. J Nurs Educ. 2006;45(6):204-11. doi: 10.3928/01484834-20060601-04.
  13. White C. “Lean” thinking may cut NHS inefficiencies and improves patient care. BMJ. 2006;332(7556):1472. doi: 10.1136/bmj.332.7556.1472-a.
  14. Ballé M, Régnier A. Lean as a learning system in a hospital ward. Leadersh Health Serv (Bradf Engl). 2007;20(1):33-41. doi: 10.1108/17511870710721471.
  15. Cooper RG, Mohabeersingh C. Lean thinking in a healthcare system - innovative roles. J Pre Clin Clin Res. 2008;2(2):110-7.
  16. Kim CS, Spahlinger DA, Billi JE. Creating value in health care: the case for lean thinking. J Clin Outcomes Manag. 2009;16(12):557-62.
  17. Kim CS, Spahlinger DA, Kin JM, Coffey RJ, Billi JE. Implementation of lean thinking: one health system’s journey. Jt Comm J Qual Patient Saf. 2009;35(8):406-13. doi: 10.1016/ s1553-7250(09)35057-6.
  18. Folinas D, Faruna T. Implementing lean thinking paradigm practices in medical set up. Bus Manag Dyn. 2011;1(2):61-78.
  19. Johnson JE, Smith AL, Mastro KA. From Toyota to the bedside: nurses can lead the lean way in health care reform. Nurs Adm Q. 2012;36(3):234-42. doi: 10.1097/NAQ.0b013e318258c3d5.
  20. Toussaint JS, Berry LL. The promise of lean in health care. Mayo Clin Proc. 2013;88(1):74-82. doi: 10.1016/j. mayocp.2012.07.025.
  21. Aggogeri F. Lean thinking to change healthcare organisations: a case study to reduce waste and redesign services. European Journal of Cross-Cultural Competence and Management. 2014;3(3-4):196-211. doi: 10.1504/ejccm.2015.071958.
  22. Andersen H, Røvik KA, Ingebrigtsen T. Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews. BMJ Open. 2014;4(1):e003873. doi: 10.1136/bmjopen-2013-003873.
  23. Li LM, Johnson S. Lean thinking to mind the gap in healthcare management. Arq Neuropsiquiatr. 2015;73(11):979. doi: 10.1590/0004-282x20150147.
  24. Anderson JB, Marstiller H, Shah K. Lean thinking for primary care. Prim Care. 2019;46(4):515-27. doi: 10.1016/j. pop.2019.07.009.
  25. Gadea-Company P, Budía Alba A. Lean methodology and nursing. JOJ Nurs Health Care. 2019;10(5):555797. doi: 10.19080/jojnhc.2019.10.555797.
  26. Gemmel P, Van Beveren S, Landry S, Meijboom B. Problem-solving behaviour of nurses in a lean environment. J Nurs Manag. 2019;27(1):35-41. doi: 10.1111/jonm.12646.
  27. Souza DL, Korzenowski AL, Alvarado MM, Sperafico JH, Ackermann AE, Mareth T, et al. A systematic review on lean applications’ in emergency departments. Healthcare (Basel). 2021;9(6):763. doi: 10.3390/healthcare9060763.
  28. Lin CC, Chueh JW, Chen HM, Chiu YH, Chu D. Applying the Toyota production system to decrease the time required to transport patients undergoing surgery from the general ward to the operating room and reviewing the essence of lean thinking. Front Med (Lausanne). 2022;9:1054583. doi: 10.3389/fmed.2022.1054583.
  29. Rosa A, Marolla G, McDermott O. A cross-organizational lean deployment in an Italian regional healthcare system. Int J Health Care Qual Assur. 2023;36(3-4):17-36. doi: 10.1108/ ijhcqa-06-2023-0045.
  30. Sales M, De Castro R, de Echagüen Aguilar AO, Ibáñez VM. Lean healthcare: Improving surgical process indicators through prioritization projects. J Ind Eng Manag. 2023;16(1):102-14.
  31. Rosa A, Trunfio TA, Marolla G, Costantino A, Nardella D, McDermott O. Lean Six Sigma to reduce the acute myocardial infarction mortality rate: a single center study. TQM J. 2023;35(9):25-41. doi: 10.1108/tqm-03-2022-0082.
  32. Salinas B, Villamin C, Gallardo LD. Integration of lean visual management tools into quality improvement practices in the hospital setting. J Nurs Care Qual. 2022;37(1):61-7. doi: 10.1097/ncq.0000000000000563.
  33. Martins Drei S, Sérgio de Arruda Ignácio P. Lean healthcare applied systematically in a medium-sized medical clinic hospitalization. J Health Organ Manag. 2022;36(5):666-89. doi: 10.1108/jhom-05-2021-0194.
  34. Le DX, Do HT, Bui KT, Hoang TQ, Nguyen GH, Nguyen AV, et al. Lean management for improving hospital waiting times-case study of a Vietnamese public/general hospital emergency department. Int J Health Plann Manage. 2022;37(1):156-70. doi: 10.1002/hpm.3310.
  35. London AE, Blackmore CC, Tufano AE, Quisenberry EJ, Plsek P. Coupling lean and experience-based design for measuring and incorporating patient emotional experience into the redesign of health care. Qual Manag Health Care. 2022;31(3):184-90. doi: 10.1097/qmh.0000000000000331.
  36. Muharam R, Firman F. Lean management improves the process efficiency of controlled ovarian stimulation monitoring in IVF treatment. J Healthc Eng. 2022;2022:6229181. doi: 10.1155/2022/6229181.
  37. Lindsay CF, Aitken J. Using programme theory to evaluate lean interventions in healthcare. Prod Plan Control. 2024;35(8):824-41. doi: 10.1080/09537287.2022.2139778.
  38. Mahmoud Z, Angelé-Halgand N, Churruca K, Ellis LA, Braithwaite J. The impact of lean management on frontline healthcare professionals: a scoping review of the literature. BMC Health Serv Res. 2021;21(1):383. doi: 10.1186/s12913- 021-06344-0.
  39. Maijala R, Eloranta S, Reunanen T, Ikonen TS. Successful implementation of lean as a managerial principle in health care: a conceptual analysis from systematic literature review. Int J Technol Assess Health Care. 2018;34(2):134-46. doi: 10.1017/s0266462318000193.
  40. MacDonald SL, Cowan IA, Floyd R, Mackintosh S, Graham R, Jenkins E, et al. Measuring and managing radiologist workload: application of lean and constraint theories and production planning principles to planning radiology services in a major tertiary hospital. J Med Imaging Radiat Oncol. 2013;57(5):544-50. doi: 10.1111/1754-9485.12090.
Journal of Qualitative Research in Health Sciences
Volume 14
Pages 1-8
Files
History
  • Receive Date: 05 March 2024
  • Revise Date: 27 October 2024
  • Accept Date: 16 November 2024
Share
How to cite
Statistics