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Achieving measurable performance improvements with Lean in healthcare requires strong leadership engagement and clear organizational focus. These factors are key to success, while their absence presents significant barriers to realizing Lean

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Area of Science:

  • Healthcare Management
  • Operations Research
  • Organizational Behavior

Background:

  • Lean management adoption in healthcare has not consistently yielded measurable performance improvements.
  • Key factors differentiating successful from struggling organizations remain unclear.

Purpose of the Study:

  • To explore methods for measuring the impact of Lean in healthcare.
  • To identify recommended practices for achieving measurable performance improvements with Lean.

Main Methods:

  • Qualitative study involving 17 semi-structured interviews with Lean healthcare experts.
  • Grounded theory-based qualitative content analysis of interview transcripts.

Main Results:

  • Three categories of metrics for measuring Lean impact were identified: institutional, initiative-tailored, and population-level.
  • Leadership engagement/commitment and organizational focus/prioritization/alignment were identified as critical success factors.
  • Lack of leadership engagement and organizational focus emerged as the primary barriers to measurable Lean improvements.

Conclusions:

  • Leadership engagement and organizational focus are crucial for achieving performance improvement goals in Lean healthcare.
  • While various quantification methods exist, Lean experts favor currently used institutional performance measures.