Implementing lean-led hospital design; lessons gained at a pioneer

Area of Science:

• Healthcare Management
• Hospital Design
• Organizational Change

Background:

• Lean-led hospital design (LLHD) offers a framework for optimizing healthcare facility construction.
• Implementing innovative design approaches requires understanding staff engagement.

Purpose of the Study:

• To document and analyze experiences with LLHD implementation in a new hospital.
• To identify mechanisms that enhance healthcare professional participation and collaboration during LLHD implementation.

Main Methods:

• An in-depth case study methodology was employed.
• Data were collected from multiple sources within a Dutch hospital setting.

Main Results:

• Three key mechanisms were identified: managerial freedom in concept translation, use of guiding design principles, and creation of a supportive, co-creative attitude.
• These mechanisms facilitate the adaptation of LLHD to organizational variations and changing environments.

Conclusions:

• Managers and change agents can leverage these mechanisms to increase staff collaboration and participation in organization-wide innovations.
• The study provides unique insights into the complex dynamics of implementing LLHD at organizational, managerial, and personal levels.