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Medical commitment to Lean: an inductive model development.

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This study identifies ten factors influencing physician commitment to Lean healthcare initiatives in Canadian public organizations. Transformational leadership may enhance the impact of physician support on Lean change outcomes.

Keywords:
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Area of Science:

  • Healthcare Management
  • Organizational Change
  • Lean Implementation

Background:

  • Lean initiatives are increasingly adopted in healthcare to improve efficiency and quality.
  • Physician engagement is critical for the success of Lean transformations.
  • Limited research exists on factors influencing physician commitment to Lean in public healthcare settings.

Purpose of the Study:

  • To investigate factors influencing doctors' involvement in Lean change initiatives.
  • To understand the drivers of physician commitment to Lean in Canadian public healthcare organizations.
  • To develop a conceptual model of physician commitment and its impact on Lean change outcomes.

Main Methods:

  • An inductive, three-year research study involving Lean implementation in three Canadian healthcare organizations.
  • Conducting 54 interviews with 18 healthcare actors involved in Lean initiatives.
  • Utilizing analytical induction to triangulate data and develop a conceptual model.

Main Results:

  • Identification of ten factors influencing physician commitment to Lean, categorized as pre-change and change antecedents.
  • Discovery that transformational leadership may moderate the relationship between physician support and change outcomes.
  • Development of a conceptual model illustrating physician commitment and its effect on Lean change outcomes.

Conclusions:

  • Physician commitment is a key factor in the successful implementation of Lean healthcare.
  • Understanding pre-change and change antecedents is crucial for fostering physician engagement.
  • Transformational leadership plays a potential moderating role in Lean initiatives involving physicians.