Antecedents and characteristics of lean thinking implementation in a swedish hospital: A case study

Quality Management in Health Care

Volumn 22, Issue 1, 2013, Pages 48-61

  Ulhassan, Waqar ^a   Sandahl, Christer ^a   Westerlund, Hugo ^b   Henriksson, Peter ^c   Bennermo, Marie ^c   Von Thiele Schwarz, Ulrica ^d   Thor, Johan ^a  

^a KAROLINSKA INSTITUTE   (Sweden)

^b STOCKHOLM UNIVERSITY   (Sweden)

^c DANDERYD HOSPITAL   (Sweden)

^d STOCKHOLM UNIVERSITY   (Sweden)

Author keywords

Health care; Improvement; Team; Work design

Indexed keywords

ARTICLE; CORONARY CARE UNIT; EMERGENCY HEALTH SERVICE; HEALTH SERVICES RESEARCH; HOSPITAL PERSONNEL; HUMAN; ORGANIZATION AND MANAGEMENT; SWEDEN; TOTAL QUALITY MANAGEMENT; UTILIZATION REVIEW;

CARDIOLOGY SERVICE, HOSPITAL; EFFICIENCY, ORGANIZATIONAL; EMERGENCY MEDICAL SERVICES; HUMANS; ORGANIZATIONAL CASE STUDIES; PERSONNEL, HOSPITAL; QUALITY IMPROVEMENT; SWEDEN;

EID: 84872062578     PISSN: 10638628     EISSN: 15505154     Source Type: Journal    
DOI: 10.1097/QMH.0b013e31827dec5a     Document Type: Article

References (30)

1. Ben-Tovim DI, Bassham JE, Bolch D, Martin MA, Dougherty M, Szwarcbord M. Lean thinking across a hospital:redesigning care at the Flinders Medical Centre. Aust Health Rev. 2007;31(1):10-15.
2. Womack JP, Jones DT. Lean Thinking:Banish Waste and Create Wealth in Your Corporation. New York, NY:Free Press; 2003.
3. Casey JT, Brinton TS, Gonzalez CM. Utilization of lean management principles in the ambulatory clinic setting. Nat Clin Pract Urol. 2009;6(3):146-153.
4. Tragardh B, Lindberg K. Curing a meagre health care system by lean methods-translating 'chains of care' in the Swedish health care sector. Int J Health Plann Manage. 2004;19(4):383-398. (Pubitemid 40201952)
5. Souza LBd. Trends and approaches in lean healthcare. Leadersh Health Serv. 2009;22(2):121-139.
6. Mazzocato P, Savage C, Brommels M, Aronsson H, Thor J. Lean thinking in healthcare:a realist review of the literature. Qual Saf Health Care. 2010;19(5):376-382.
7. Glasgow JM, Scott-Caziewell JR, Kaboli PJ. Guiding inpatient quality improvement:a systematic review of Lean and Six Sigma. Jt Comm J Qual Patient Saf. 2010;36(12):533-540.
8. Poksinska B. The current state of Lean implementation in health care:literature review. Qual Manag Health Care. 2010;19(4):319-329.
9. DelliFraine JL, Langabeer JR II, Nembhard IM. Assessing the evidence of Six Sigma and Lean in the health care industry. Qual Manag Health Care. 2010;19(3):211-225.
10. Holden RJ. Lean Thinking in emergency departments:a critical review. Ann Emerg Med. 2011;57(3):265-278.
11. Black J. Transforming the patient care environment with Lean Six Sigma and realistic evaluation. J Healthc Qual. 2009;31(3):29-35.
12. Parker SK. Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. J Appl Psychol. 2003;88(4):620-634. (Pubitemid 37035425)
13. Karsh BT, Holden RJ, Alper SJ, Or CK. A human factors engineering paradigm for patient safety:designing to support the performance of the healthcare professional. Qual Saf Health Care. 2006;15(suppl 1):i59-i65. (Pubitemid 46009831)
14. Radnor Z, Walley P. Learning to walk before we try to run:adapting Lean for the public sector. Public Money Manage. 2008;28(1):13-20.
15. Thor J. Getting Going on Getting Better:How Is Systematic Quality Improvement Established in a Healthcare Organization? Implications for Change Management Theory and Practice. Stockholm, Sweden:The Medical Management Center; Department of Learning, Informatics, Management and Ethics, Karolinska Institutet; 2007.
16. Shannon RP, Frndak D, Grunden N, et al. Using real-time problem solving to eliminate central line infections. Jt Comm J Qual Patient Saf. 2006;32(9):479-487.
17. Barnas K. ThedaCare's business performance system:sustaining continuous daily improvement through hospital management in a lean environment. Jt Comm J Qual Patient Saf. 2011;37(9):387-399.
18. Hansson J, Tolf S, Ovretveit J, Carlsson J, Brommels M. What happened to the no-wait hospital? A case study of implementation of operational plans for reduced waits. Qual Manag Health Care. 2012;21(1):34-43.
19. Yin RK. Case Study Research:Design and Methods. 4th ed. Los Angeles, CA:Sage Publications; 2009.
20. Striem J, Ovretveit J, Brommels M. Is health care a special challenge to quality management? Insights from the Danderyd Hospital case. Qual Manag Health Care. 2003;12(4):250-258.
21. Lancaster G. Research Methods in Management:A Concise Introduction to Research in Management and Business Consultancy. Amsterdam, the Netherlands:Elsevier/Butterworth- Heinemann; 2005.
22. Downe-Wamboldt B. Content analysis:method, applications, and issues. Health Care Women Int. 1992;13(3):313-321.
23. McPherson K, Headrick L, Moss F. Working and learning together:good quality care depends on it, but how can we achieve it? Qual Health Care. 2001;10(suppl 2):ii46- ii53.
24. Blumenthal D, Kilo CM. A report card on continuous quality improvement. Milbank Q. 1998;76(4):625-648, 511. (Pubitemid 128463047)
25. Shortell SM, Bennett CL, Byck GR. Assessing the impact of continuous quality improvement on clinical practice:what it will take to accelerate progress. Milbank Q. 1998;76(4):593- 624, 510. (Pubitemid 128463046)
26. Radnor Z. Transferring Lean into government. J Manufacturing Technol Manag. 2010;21(3):411-428.
27. Kotter JP. Leading Change. Boston, MA:Harvard Business School Press; 1996.
28. Mazzocato P, Hvitfeldt Forsberg H, von Thiele Schwarz U. Team behaviors in emergency care:a qualitative study using behavior analysis of what makes team work. Scand J Trauma Resusc Emerg Med. 2011;19:70.
29. Steed A. An exploration of the leadership attributes and methods associated with successful lean system deployments in acute care hospitals. Qual Manag Health Care. 2012;21(1):48-58.
30. Joosten T, Bongers I, Janssen R. Application of lean thinking to health care:issues and observations. Int J Qual Health Care. 2009;21(5):341-347.