Value-based lean implementation in a surgical unit: the impact of the methodology
ISSN: 1754-2731
Article publication date: 14 January 2021
Issue publication date: 28 October 2021
Abstract
Purpose
This paper aims to present a method for strategic planning and implementation processes in health care based on lean management.
Design/methodology/approach
Within the framework of the action research methodology, the authors present the ten steps of a kaizen project, which enable lean transformation over a period of time. The study is underpinned by a literature review of enablers and barriers and an implementation case in a tertiary care hospital.
Findings
Key points and possible contingency issues are presented for each of the steps, and a successful lean tools intervention is illustrated by examples of improvement projects of the surgical process. Conclusions of the implementation establish a roadmap for improvement projects in hospital environments based on lean management, thus bridging the existing gap between the large number of theoretical projects (much of the projects described are not sustainable over time as the hospital sector is very particular) that have failed to be implemented, or been paused mid-term, and the self-sustaining projects developed by improvement teams in the hospital.
Originality/value
The study details knowledge gleaned from a three-year project entailing various stages: forming improvement teams; training health-care professionals in lean management; drawing up a process map to identify value stream mapping improvement opportunities; implanting projects and verifying the results obtained; and finally, laying the cornerstones, which would make the project self-sustaining and open to long-term continuous improvement.
Keywords
Acknowledgements
This research was possible thanks to the financial support from the grant ECO2017-86054-C3-3-R (MINECO/AEI/FEDER/UE).
Citation
Sales, M. and De Castro, R. (2021), "Value-based lean implementation in a surgical unit: the impact of the methodology", The TQM Journal, Vol. 33 No. 6, pp. 1484-1501. https://doi.org/10.1108/TQM-10-2020-0249
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited