Lean interventions in healthcare: Do they actually work? A systematic literature review

International Journal for Quality in Health Care

Volumn 28, Issue 2, 2016, Pages 150-165

  Moraros, John ^a   Lemstra, Mark ^b   Nwankwo, Chijioke ^a  

^a UNIVERSITY OF SASKATCHEWAN   (Canada)

^b UNIVERSITY OF SASKATCHEWAN   (Canada)

Author keywords

Healthcare; Lean; Lean interventions; Lean thinking; Quality improvement

Indexed keywords

ARTICLE; CANADA; CORRELATIONAL STUDY; HEALTH CARE MANAGEMENT; HEALTH CARE QUALITY; HEALTH ECONOMICS; HEALTH IMPACT ASSESSMENT; HUMAN; LEAN INTERVENTION; OUTCOME ASSESSMENT; PATIENT SAFETY; PATIENT SATISFACTION; PRIORITY JOURNAL; RISK REDUCTION; SATISFACTION; SYSTEMATIC REVIEW; TOTAL QUALITY MANAGEMENT; WORKER SATISFACTION; ORGANIZATION AND MANAGEMENT; PROGRAM EVALUATION;

HUMANS; PROGRAM EVALUATION; QUALITY IMPROVEMENT; QUALITY OF HEALTH CARE;

EID: 84964743313     PISSN: 13534505     EISSN: 14643677     Source Type: Journal    
DOI: 10.1093/intqhc/mzv123     Document Type: Article

References (64)

1. Lemstra M. Saskatchewan Health. Regina: Benchmark Publishing, 2012.
2. Institute for Healthcare Improvement. Going Lean in Healthcare. IHI Innovation Series White Paper. Cambridge: Institute for Healthcare Improvement., 2005. www.IHI.org (26 January 2015, date last accessed)
3. Lean Enterprise Institute. Principles of Lean. Lean Enterprise Institute, 2015. www.lean.org (28 January 2015, date last accessed).
4. Joosten T, Bongers I, Janssen R. Application of Lean thinking to health care: issues and observations. Int J Qual Health Care 2009;21:341-7.
5. Vest JR, Gamm LD. A critical review of the research literature on Six Sigma, Lean and StuderGroup's Hardwiring Excellence in the United States: the need to demonstrate and communicate the effectiveness of transformation strategies in healthcare. Implementation Sci 2009;4:35.
6. Saskatoon Star Phoenix. Lean Machine. Saskatoon, 2014. www. thestarphoenix.com (26 January 2015, date last accessed).
7. Health Quality Council of Saskatchewan. Continuous Improvement: Lean. Saskatoon: Health Quality Council, 2015. www.hqc.sk.ca (26 January 2015, date last accessed).
8. Katz-Navon T, Naveh E, Stern Z. The moderate success of quality of care improvement efforts: three observations on the situation. Int J Qual Health Care 2007;19:4-7.
9. Greenhalgh T, Robert G, Bate P et al. Diffusion of Innovations in Health Service Organizations: A Systematic Literature Review. Malden, MA: Blackwell Publishing Ltd, 2005.
10. Saskatchewan Ministry of Health. Contract Agreement: Province of Saskatchewan & John Black & Associates LLC. http://www.health.gov.sk.ca/ lean-contract (16 February 2015, date last accessed).
11. Health Quality Council of Saskatchewan. Quality Insight: Measuring, Learning, Improving. Saskatoon: Health Quality Council, 2015 (accessed 26 January 2015). www.hqc.sk.ca.
12. Saskatchewan Union of Nurses. Lean Healthcare 2014 Member Survey. Regina: Praxis Analytics, 2014.
13. Jha AK, Joynt KE, Orav EJ et al. The Long-term effect of premier pay for performance on patient outcomes. New Engl J Med 2012;366:1606-15.
14. McCulloch P, Kreckler S, New S et al. Effect of a 'Lean' intervention to improve safety processes and outcomes on a surgical emergency unit. BMJ (Online) 2010;341:1043-6.
15. Muder RR, Cunningham C, McCray E et al. Implementation of an industrial systems-engineering approach to reduce the incidence of methicillinresistant Staphylococcus aureus infection. Infect Control Hosp Epidemiol 2008;29:702-8.
16. Ellingson K, Muder RR, Jain R et al. Sustained reduction in the clinical incidence of methicillin-resistant Staphylococcus aureus colonization or infection associated with a multifaceted infection control intervention. Infect Control Hosp Epidemiol 2011;32:1-8.
17. Murrell KL, Offerman SR, Kauffman MB. Applying Lean: implementation of a rapid triage and treatment system. West J Emerg Med 2011;12: 184-91.
18. Kelly A, Bryant M, Cox L et al. Improving emergency department efficiency by patient streaming to outcomes-based teams. Australian Health Rev 2007;31:16-21.
19. Naik T, Duroseau Y, Zehtabchi S et al. A structured approach to transforming a large Public Hospital Emergency Department via Lean methodologies. J Healthcare Qual: Promoting Excellence Healthcare 2012;34:86-97.
20. Simons F, Aij K, Widdershoven G et al. Patient safety in the operating theatre: how A3 thinking can help reduce door movement. Int J Qual Health Care. 2014;26:366-71.
21. Burkitt KH, Mor MK, Jain R et al. Toyota production system quality improvement initiative improves perioperative antibiotic therapy. Am J Manag Care 2009;15:633-42.
22. Weaver A, Greeno CG, Goughler DH et al. The impact of system level factors on treatment timeliness: utilizing the Toyota production system to implement direct intake scheduling in a semi-rural community mental health clinic. J Behav Health Serv Res 2013;40:294-305.
23. LaGanga LR. Lean service operations: reflections and new directions for capacity expansion in outpatient clinics. J Oper Manage 2011;29:422-33.
24. van Vliet EJ, Sermeus W, van Gaalen CM et al. Efficacy and efficiency of a Lean cataract pathway: a comparative study. Qual Saf Health Care 2010;19:e13.
25. Martin AJ, Hogg P, Mackay S. A mixed model study evaluating Lean in the transformation of an Orthopaedic Radiology service. Radiography 2013;19:2-6.White M, Wells JS, Butterworth T. The impact of a large-scale quality improvement programme on work engagement: Preliminary results from a national cross-sectional-survey of the 'Productive Ward'. Int J Nurs Stud 2014; doi:10.1016/j.ijnurstu.2014.05.002
26. White M, Wells JS, Butterworth T. The impact of a large-scale quality improvement programme on work engagement: Preliminary results from a national cross-sectional-survey of the 'Productive Ward'. Int J Nurs Stud 2014; doi:10.1016/j.ijnurstu.2014.05.002
27. UlhassanWMP, Sandahl CP,Westerlund HP et al. Antecedents and characteristics of Lean thinking implementation in a Swedish Hospital: a case study. Qual Manag Health Care 2013;22:48-61.
28. Collar RM, Shuman AG, Feiner S et al. Lean management in academic surgery. J Am College Surgeons 2012;214:928-36.
29. Blackmore CC, Edwards JW, Searles C et al. Nurse practitioner-staffed clinic at Virginia Mason improves care and lowers costs for women with benign breast conditions. Health Affairs 2013;32:20-6.
30. Simons PAM, Houben R, Benders J et al. Does compliance to patient safety tasks improve and sustain when radiotherapy treatment processes are standardized? Eur J Oncol Nurs 2014;18:459-65.
31. Mazzocato P, Holden RJ, BrommelsMet al. How does Lean work in emergency care? A case study of a Lean-inspired intervention at the Astrid Lindgren Children's hospital, Stockholm, Sweden. BMC Health Serv Res 2012;12:28.
32. Vermeulen MJ, Stukel TA, Guttmann A et al. Evaluation of an Emergency Department Lean process improvement program to reduce length of stay. Ann Emerg Med 2014;64:427-38.
33. Yousri TA, Khan Z, Chakrabarti D et al. Lean thinking: can it improve the outcome of fracture neck of femur patients in a district general hospital? Injury 2011;42:1234-7.
34. Ford AL, Williams JA, Spencer M et al. Reducing door-to-needle times using Toyota's Lean manufacturing principles and value stream analysis. Stroke 2012;43:3395-8.
35. UlhassanWMP, Sandahl CP,Westerlund HP et al. Antecedents and characteristics of Lean thinking implementation in a Swedish Hospital: a case study. Qual Manag Health Care 2013;22:48-61.
36. Wang J, Zhang H, Liu J et al. Implementation of a continuous quality improvement program reduces the occurrence of peritonitis in PD. Renal Failure 2014;36:1029-32.
37. Wong R, Levi AW, Harigopal M et al. The positive impact of simultaneous implementation of the BD focal point GS imaging system and Leanprinciples on the operation of gynecologic cytology. Arch Pathol Lab Med 2012;136:183-9.
38. Lodge A, Bamford D. New development: using Lean techniques to reduce radiology waiting times. Public Money Manage 2008;28:49-52.
39. Willoughby KA, Chan BTB, Strenger M. Achieving wait time reduction in the emergency department. Leadersh Health Serv 2010;23:304-19.
40. Piggott Z, Weldon E, Strome T et al. Application of Lean principles to improve early cardiac care in the emergency department. Can J Emerg Med 2011;13:325-32.
41. Mazzocato P, Thor J, Bäckman U et al. Complexity complicates Lean: lessons from seven emergency services. J Health Organ Manag 2014;28: 266-88.
42. Richardson D, Rupp V, Long K et al. Using Lean methodology to decrease wasted RN time in seeking supplies in emergency departments. J Nurs Adm 2014;44:606-11. http://ovidsp.ovid.com/ovidweb.cgi?T=JS&PAGE= reference&D=ovfto&NEWS=N&AN=00005110-201411000-00010.
43. Wojtys EM, Schley L, Overgaard KA et al. Applying Lean techniques to improve the patient scheduling process. J Healthcare Qual: Promoting Excellence Healthcare 2009;31:10-6.
44. Niemeijer GCPM, Trip AP, de Jong LJM et al. Impact of 5 years of Lean six sigma in a University Medical Center. Qual Manag Health Care 2012;21:262-8.
45. Hakim H. Not just for cars: Lean methodology. Nurs Manag 2014;45: 39-43.
46. van LentWA, Goedbloed N, van Harten WH. Improving the efficiency of a chemotherapy day unit: applying a business approach to oncology. Eur J Cancer 2009;45:800-6.
47. Bhat S, Gijo EV, Jnanesh NA. Application of Lean Six Sigma methodology in the registration process of a hospital. Int J Product Perform Manag 2014;63:613-43.
48. Al-Araidah O, Momani A, KhasawnehMet al. Lead-time reduction utilizing Lean tools applied to healthcare: the inpatient pharmacy at a local hospital. J Healthcare Qual: Promoting Excellence Healthcare 2010;32:59-66.
49. Hydes T, Hansi N, Trebble TM. Lean thinking transformation of the unsedated upper gastrointestinal endoscopy pathway improves efficiency and is associated with high levels of patient satisfaction. BMJ Qual Safety 2012;21:63-9.
50. Smith C,Wood S, Beauvais B. Thinking Lean: implementing DMAIC methods to improve efficiency within a cystic fibrosis clinic. J Healthcare Quality 2011;33:37-46.
51. Kullar P, Harris F, Lloyd SK et al. The use of Lean Thinking techniques in implementing the Department of Health, UK, 18-week waiting time directive for cochlear implantation. Cochlear Implants Int: Interdisciplinary J 2010;11:133-45.
52. Siddique K, Elsayed S, Cheema R et al. One-stop cholecystectomy clinic: an application of Lean thinking--can it improve the outcomes? J Perioper Pract 2012;22:360-5. http://onlinelibrary.wiley.com/o/cochrane/clcentral/ articles/185/CN-00917185/frame.html.
53. Lunardini D, Arington R, Canacari EG et al. Lean principles to optimize instrument utilization for spine surgery in an academic medical center: an opportunity to standardize, cut costs, and build a culture of improvement. Spine 2014;39:1714-7.
54. Yeh HL, Lin CS, Su CT et al. Applying Lean six sigma to improve healthcare: an empirical study. Afr J Bus Manag 2011;5:12356-70.
55. Luther V, Hammersley D, Chekairi A. Improving patient handover between teams using a business improvement model: PDSA cycle. Br J Hosp Med 2014;75:44-7.
56. Shah CJ, Sullivan JR, GonyoMBet al. Practice policy and quality initiatives: using Lean principles to improve screening mammography workflow. RadioGraphics 2013;33:1505-17.
57. Gijo EV, Antony J, Hernandez J et al. Reducing patient waiting time in a pathology department using the Six Sigma methodology. Leadersh Health Serv 2013;26:253-67.
58. Belter D, Halsey J, Severtson H et al. Evaluation of outpatient oncology services using Lean methodology. Oncol Nurs Forum 2012;39:136-40.
59. Snyder KD, McDermott M. A rural hospital takes on Lean. J Healthcare Qual 2009;31:23-8.
60. Silva APS, Palermo JM, Gibertoni A et al. Inventory quality control in clinical engineering: a Lean Six Sigma approach. 2012 Pan American Health Care Exchanges, PAHCE 2012 -Conference, Workshops, and Exhibits Cooperation / Linkages: An Independent Forum for Patient Aare and Technology Support; 2012.
61. Agency for Healthcare Research and Quality. 17% Percent Reduction in Hospital-Acquired Conditions. Rockville, MD: Agency for Healthcare Research and Quality, 2014. http://www.ahrq.gov/news/newsroom/ speech/sp120114.html (4 February 2015, date last accessed).
62. Canadian Broadcast Corporation. Controversial Lean Company's Contract Ending Early. Regina: Canadian Broadcast Corporation, 2014. www.cbc. ca (4 February 2015, date last accessed).
63. Regina Leader Post. Mandryk:Wall must avoid another Lean mess. Regina: Regina. Leader Post, 2015. www.leaderpost.com (4 February 2015, date last accessed).
64. Mason SE, Nicolay CR, Darzi A. The use of Lean and Six Sigma methodologies in surgery: a systematic review. Surgeon 2014;13:1-10.