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Measuring lean initiatives in health care services: issues and findings

Author

Listed:
  • Beata Kollberg
  • Jens J. Dahlgaard
  • Per‐Olaf Brehmer

Abstract

Purpose - The purpose of this paper is to discuss how a performance measurement system called “the flow model” is designed to measure changes towards lean thinking in health care services. Design/methodology/approach - The paper integrates literature from the health care sector and the lean production movement in order to understand whether lean thinking is applicable in healthcare and thereby identify key performance indicators that measure changes towards lean thinking in health care. The flow model is discussed in relation to this measurement framework. Findings - The paper finds that lean thinking is applicable in health care settings, and that the flow model is a suitable tool for following up these initiatives. However, it is argued that the flow model needs to be balanced with other measurements in order to receive a complete picture of lean performance. Research limitations/implications - The paper shows that the framework of measurements may be used in empirical research of assessing changes towards lean thinking in health care settings. Practical implications - The paper shows that health care practitioners may use the findings to develop measurements of the outcome of lean initiatives on existing care processes. Originality/value - The paper shows analysis and discussion of the application of an industrial concept – Lean Production – in health care services.

Suggested Citation

  • Beata Kollberg & Jens J. Dahlgaard & Per‐Olaf Brehmer, 2007. "Measuring lean initiatives in health care services: issues and findings," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 56(1), pages 7-24, January.
    • Handle: RePEc:eme:ijppmp:v:56:y:2007:i:1:p:7-24
    DOI: 10.1108/17410400710717064
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    Citations

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    Cited by:

    1. Mahdi Mahdavi & Leila Doshmangir & Ebrahim Jaafaripooyan, 2021. "Rethinking health services operations to embrace patient experience of healthcare journey," International Journal of Health Planning and Management, Wiley Blackwell, vol. 36(6), pages 2020-2029, November.
    2. Volland, Jonas & Fügener, Andreas & Schoenfelder, Jan & Brunner, Jens O., 2017. "Material logistics in hospitals: A literature review," Omega, Elsevier, vol. 69(C), pages 82-101.
    3. Lukas D. Filser & Fábio Francisco Silva & Otávio José Oliveira, 2017. "State of research and future research tendencies in lean healthcare: a bibliometric analysis," Scientometrics, Springer;Akadémiai Kiadó, vol. 112(2), pages 799-816, August.
    4. Yash Daultani & Atanu Chaudhuri & Sushil Kumar, 2015. "A Decade of Lean in Healthcare: Current State and Future Directions," Global Business Review, International Management Institute, vol. 16(6), pages 1082-1099, December.
    5. Roshayati Abdul Hamid Author_Email:, 2011. "Factors Influencing The Success Of Lean Services Implementation: Conceptual Framework," 2nd International Conference on Business and Economic Research (2nd ICBER 2011) Proceeding 2011-272, Conference Master Resources.
    6. Federica Centauri & Marta Marsilio & Stefano Villa & Francesco Nicosia, 2016. "Implementare il modello Lean nelle organizzazioni sanitarie: il caso dell?Ospedale Galliera," MECOSAN, FrancoAngeli Editore, vol. 2016(100), pages 27-55.
    7. Anne Dempsey & Ciara Robinson & Niamh Moffatt & Therese Hennessy & Annmarie Bradshaw & Sean Paul Teeling & Marie Ward & Martin McNamara, 2021. "Lean Six Sigma Redesign of a Process for Healthcare Mandatory Education in Basic Life Support—A Pilot Study," IJERPH, MDPI, vol. 18(21), pages 1-18, November.
    8. Lisa O’Mahony & Kerrie McCarthy & Josephine O’Donoghue & Seán Paul Teeling & Marie Ward & Martin McNamara, 2021. "Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care," IJERPH, MDPI, vol. 18(21), pages 1-14, October.

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