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Implementation of lean thinking: one health system's journey
Christopher S Kim1, David A Spahlinger, Jeanne M Kin
1Office of Clinical Affairs, University of Michigan Medical School, Ann Arbor, MI, USA. seoungk@umich.edu
Joint Commission Journal on Quality and Patient Safety
|September 2, 2009
Summary
Lean Thinking, a quality improvement strategy from manufacturing, was adopted by the University of Michigan Health System (UMHS) to enhance patient care. Key factors for success included leadership support and frontline worker engagement in process improvement.
Area of Science:
- Healthcare Management
- Quality Improvement Methodologies
- Operations Management
Background:
- Lean Thinking, originating from Toyota's manufacturing principles, is increasingly adopted by healthcare organizations.
- The University of Michigan Health System (UMHS) has implemented Lean Thinking as a system-wide quality improvement strategy.
- UMHS aims to transform into a comprehensive Lean organization through sustained application of its principles.
Purpose of the Study:
- To evaluate the application and effectiveness of Lean Thinking in a healthcare setting.
- To identify critical success factors for implementing Lean projects within a health system.
- To establish a standardized approach for quality improvement across diverse patient care pathways.
Main Methods:
- Selected pilot projects across patient journeys, including orthopedic surgery, radiation oncology, PICC services, and outpatient care coordination.
- Applied Lean principles focusing on customer value and waste elimination.
- Engaged frontline staff in process mapping, waste identification, and future-state design.
Main Results:
- Key success factors identified: expert guidance, clinical and senior leadership support, frontline worker involvement, metric-driven interventions, and defined project scope.
- Initial projects demonstrated the feasibility of Lean methods within UMHS.
- Growing organizational expertise and enthusiasm for Lean Thinking.
Conclusions:
- Lean Thinking, adapted as the Michigan Quality System, has become UMHS's core improvement strategy.
- Successful implementation requires a combination of strategic leadership, frontline engagement, and a focus on value and waste reduction.
- UMHS continues to build capacity and support for Lean principles in patient care.
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