精益管理在芬兰一个大型学术医疗中心的成熟度:一个定性研究
Irmeli Hirvelä1, Paulus Torkki2, Mervi Javanainen3
1Head and Neck Center, Helsinki University Hospital, Helsinki 00290, Finland.
概括
在医院实施精益管理 (LM) 需要了解其成熟度水平. 成功的精益医疗保健需要领导力承诺和解决阻碍采用持续发展的因素.
科学领域:
- 医疗保健管理的管理
- 运营研究 运营研究
- 组织发展组织发展.
背景情况:
- 精益管理 (LM) 为医疗保健提供了工具,但其成功程度不同.
- 有效的LM可以改善患者护理,降低成本,提高满意度.
- 评估LM成熟度对于医院的成功和持续发展至关重要.
研究的目的:
- 评估Lean实施在医院环境中的成熟度.
- 确定支持和阻碍精益采用的因素.
- 为领导者提供洞察力,以保持和发展医疗保健中的精益.
主要方法:
- 赫尔辛基大学医院在三个部门进行了一项定性案例研究.
- 与15名医疗保健领导者进行了半结构化采访.
- 基于精益医疗实施自我评估工具 (LHISI) 的基础上,使用了有根据的理论和定性内容分析.
主要成果:
- 五个LHISI维度 (领导力,承诺,标准工作,沟通,日常管理) 为评估精益成熟度提供了一个框架.
- 知识,数据以及环境,心理和组织因素影响精益维度.
- 重要发现包括9/15领导者对精益的误解以及所有部门员工缺乏承诺.
结论:
- 精益管理是一种社会技术系统;单独的工具不足以取得成功.
- 开发五个维度和解释因素是实现高精益成熟度的关键.
- 强大的领导力和员工能力/承诺对于医院的目标,患者护理质量和员工参与度至关重要.
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