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Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture

Author

Listed:
  • Manuel Francisco Morales-Contreras

    (Department of Management, ICADE, Universidad Pontificia Comillas, ICADE, 28015 Madrid, Spain)

  • Pedro Chana-Valero

    (Fundación San Juan de Dios, Centro de CC de la Salud San Rafael, Universidad Nebrija, 28036 Madrid, Spain)

  • Manuel F. Suárez-Barraza

    (International Business Department, School of Business and Economy, Universidad de las Américas Puebla (UDLAP), Puebla 72810, Mexico)

  • Andrés Saldaña Díaz

    (Hospital San Juan de Dios León, 24010 León, Spain)

  • Elena García García

    (Fundación San Juan de Dios, Centro de CC de la Salud San Rafael, Universidad Nebrija, 28036 Madrid, Spain)

Abstract

Academic literature and practitioners acknowledge that there is a need to improve efficiency and service quality in the healthcare industry. In Spain, osteoporotic fractures represent a great cost in socio-economic and morbi-mortality terms, hip fracture being the surgical pathology with the second highest consumption of resources. The research questions that govern this study concern the use of Lean principles to identify waste, and an evaluation of the application of an innovative approach in the hip fracture surgery process. A research design based on a case study and action research was developed. Findings relate to (i) the identification of the main types of waste or muda (being the most frequent delay, transportation, over-processing and defects); (ii) the analysis of existing processes based on a Lean approach (identifying opportunities for improvement as a reduction of the number of steps and participants, improving communication, automation, standardization, etc.); and (iii) the application of an innovative process based on the Lean approach and action research in the healthcare industry. This research provides insights for academia, practitioners, management, and society: waste identification and process redesign helps to continue the improvement of operations, increase efficiency, reduce costs, and enhance services, providing benefits to patients, families, hospital employees, and the healthcare system.

Suggested Citation

  • Manuel Francisco Morales-Contreras & Pedro Chana-Valero & Manuel F. Suárez-Barraza & Andrés Saldaña Díaz & Elena García García, 2020. "Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture," IJERPH, MDPI, vol. 17(15), pages 1-25, July.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:15:p:5273-:d:387912
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    References listed on IDEAS

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    1. Robinson, Stewart & Radnor, Zoe J. & Burgess, Nicola & Worthington, Claire, 2012. "SimLean: Utilising simulation in the implementation of lean in healthcare," European Journal of Operational Research, Elsevier, vol. 219(1), pages 188-197.
    2. Colleen Meyer & Sara Mitra & Ellen Ruebush & Laurel Sisler & Kyle Wang & Adam O. Goldstein, 2020. "A Lean Quality Improvement Initiative to Enhance Tobacco Use Treatment in a Cancer Hospital," IJERPH, MDPI, vol. 17(6), pages 1-9, March.
    3. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
    4. Marottoli, R.A. & Berkman, L.F. & Leo-Summers, L. & Cooney Jr., L.M., 1994. "Predictors of mortality and institutionalization after hip fracture: The New Haven EPESE cohort," American Journal of Public Health, American Public Health Association, vol. 84(11), pages 1807-1812.
    5. Wilson, R.T. & Chase, G.A. & Chrischilles, E.A. & Wallace, R.B., 2006. "Hip fracture risk among community-dwelling elderly people in the United States: A prospective study of physical, cognitive, and socioeconomic indicators," American Journal of Public Health, American Public Health Association, vol. 96(7), pages 1210-1218.
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    Cited by:

    1. Juan A. Marin-Garcia & Tomas Bonavia, 2021. "Empowerment and Employee Well-Being: A Mediation Analysis Study," IJERPH, MDPI, vol. 18(11), pages 1-22, May.

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