Major barriers in Lean health care: an exploratory study in Uruguay
International Journal of Lean Six Sigma
ISSN: 2040-4166
Article publication date: 12 September 2018
Issue publication date: 10 October 2018
Abstract
Purpose
This paper aims to outline the barriers in introducing Lean in health care and to asses which of these have a greater impact in the Uruguayan health-care sector.
Design/methodology/approach
To uncover the barriers hindering Lean health-care implementation, a literature review was undertaken. Once identified, first-hand information was obtained from managers and professionals involved in managerial activities who evaluated each of the difficulties using a Likert scale.
Findings
In total, 17 barriers to the implementation of Lean health care were identified. Survey results show that the highest scores correspond to “controllable” barriers, those which can be overcome, almost exclusively, by the organization willing to implement the program.
Practical implications
Managers need to understand and ascertain the existing barriers before implementing Lean if they want to develop strategies to mitigate them. Although the exploratory study was conducted in the Uruguayan health-care sector, it could be replicated elsewhere.
Originality/value
An exhaustive list of barriers was synthesized and was later assessed by managers in the Uruguayan context. This is an important first step that could help foresee obstacles and develop strategies prior future implementation.
Keywords
Acknowledgements
This material is based upon work supported by the Center of Innovation in Engineering (CII, Uruguay) which is funded by the National Agency for Research and Innovation (ANII). Grant number: Proyecto CII-UM-01. The authors would also like to acknowledge the efforts of Maria Ferreira, whose corrections and suggestions greatly improved the readability of this article.
Citation
Escuder, M., Tanco, M. and Santoro, A. (2018), "Major barriers in Lean health care: an exploratory study in Uruguay", International Journal of Lean Six Sigma, Vol. 9 No. 4, pp. 466-481. https://doi.org/10.1108/IJLSS-06-2017-0062
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited