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Understanding before implementing: the context of Lean in public healthcare organizations

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  • Pierre-Luc Fournier
  • Marie-Hélène Jobin

Abstract

A three-year study of Lean implementation in public healthcare organizations in Québec identified poor understanding of the organizational context as a contributing factor to unsustainable Lean implementation. This paper presents a holistic perspective of the unique context of public healthcare organizations and discusses its implications with regards to Lean implementation.

Suggested Citation

  • Pierre-Luc Fournier & Marie-Hélène Jobin, 2018. "Understanding before implementing: the context of Lean in public healthcare organizations," Public Money & Management, Taylor & Francis Journals, vol. 38(1), pages 37-44, January.
    • Handle: RePEc:taf:pubmmg:v:38:y:2018:i:1:p:37-44
    DOI: 10.1080/09540962.2018.1389505
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    Cited by:

    1. Carlos Zepeda-Lugo & Diego Tlapa & Yolanda Baez-Lopez & Jorge Limon-Romero & Sinue Ontiveros & Armando Perez-Sanchez & Guilherme Tortorella, 2020. "Assessing the Impact of Lean Healthcare on Inpatient Care: A Systematic Review," IJERPH, MDPI, vol. 17(15), pages 1-24, August.
    2. Côté-Boileau, Élizabeth & Breton, Mylaine & Denis, Jean-Louis, 2021. "Control rooms in publicly-funded health systems: Reviving value in healthcare governance," Health Policy, Elsevier, vol. 125(6), pages 768-776.
    3. Fournier, Pierre-Luc & Chênevert, Denis & Jobin, Marie-Hélène, 2021. "The antecedents of physicians’ behavioral support for lean in healthcare: The mediating role of commitment to organizational change," International Journal of Production Economics, Elsevier, vol. 232(C).

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