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Lean in Healthcare: Time for Evolution or Revolution?

Sarah B Wackerbarth, Susan S Bishop, Adaeze C Aroh

    Journal for Healthcare Quality : Official Publication of the National Association for Healthcare Quality
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    Summary

    Healthcare quality improvement projects often use Lean, but few fully implement its eight-step process. Research shows projects typically complete only 2.77 steps, suggesting evolving Lean applications in healthcare.

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    Area of Science:

    • Healthcare Management
    • Quality Improvement Science
    • Operations Research

    Background:

    • Lean methodology is increasingly adopted in healthcare for quality improvement.
    • Understanding adherence to Lean's structured approach in practice is crucial.

    Purpose of the Study:

    • To assess the extent to which healthcare quality improvement projects follow Lean's established eight-step process.
    • To identify commonalities and deviations in Lean implementation within healthcare settings.

    Main Methods:

    • A systematic literature review of 605 publications adhering to PRISMA guidelines.
    • Coding of publications using a structured data sheet to analyze Lean project components.

    Main Results:

    • Empirical research constituted 48.6% of publications, with 80.3% reporting Lean project outcomes.
    • Of 237 Lean projects, 71.3% used a pre/post, one-site experimental design, often measuring operational metrics.
    • While Steps 2 and 6 were frequently reported, projects averaged only 2.77 completed steps, with none completing all eight.

    Conclusions:

    • Healthcare Lean projects show limited adherence to the full eight-step model.
    • This suggests Lean principles are being adapted and integrated flexibly within healthcare contexts.
    • Further research may explore how these evolving Lean applications impact healthcare quality outcomes.