TY - JOUR

T1 - Lean management in hospitals

T2 - Evidence from Denmark

AU - Röck, Rasmus Laygardt

AU - Hørlyck, Mads

AU - Dammand, Jacob

AU - Jacobsen, Thomas Lyngholm

AU - Lueg, Rainer

PY - 2014

Y1 - 2014

N2 - This single-case study explores whether Lean management can improve efficiency in patient treatment at hospitals. Using a case study methodology, we investigate the implementation of Lean at Odense University Hospital (Denmark) and rely on both qualitative and quantitative data for our analysis.We find that efficiency in patient treatment increased, for example through reduction in waiting times, higher process cycle efficiency when patients were treated at the hospital, and shorter walking distances for staff. This was achieved through the use of various Lean tools, such as Kaizen tablets, elimination of non-value adding activities, and Gemba mapping. Success factors in the implementation of Lean were financial pressure from the government under increasing expectations from patients, openness of the hospital’s top management toward practices from the private sector, thorough employee involvement, provision of the necessary funding for the change toward Lean, and a better definition of what the business model of our case organization is.This study illustrates a successful implementation of Lean in a public hospital. Thereby, it contributes that practices from the private sector can be successfully transferred if they are adapted to the quite different business models of organizations in the public sector.

AB - This single-case study explores whether Lean management can improve efficiency in patient treatment at hospitals. Using a case study methodology, we investigate the implementation of Lean at Odense University Hospital (Denmark) and rely on both qualitative and quantitative data for our analysis.We find that efficiency in patient treatment increased, for example through reduction in waiting times, higher process cycle efficiency when patients were treated at the hospital, and shorter walking distances for staff. This was achieved through the use of various Lean tools, such as Kaizen tablets, elimination of non-value adding activities, and Gemba mapping. Success factors in the implementation of Lean were financial pressure from the government under increasing expectations from patients, openness of the hospital’s top management toward practices from the private sector, thorough employee involvement, provision of the necessary funding for the change toward Lean, and a better definition of what the business model of our case organization is.This study illustrates a successful implementation of Lean in a public hospital. Thereby, it contributes that practices from the private sector can be successfully transferred if they are adapted to the quite different business models of organizations in the public sector.

KW - Business model

KW - Kaizen

KW - Lean implementation

KW - Lean management

KW - New public management

KW - Public sector organizations

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=84919733354&partnerID=8YFLogxK

UR - https://www.ceeol.com/search/journal-detail?id=534

M3 - Journal articles

AN - SCOPUS:84919733354

VL - 2014

SP - 19

EP - 35

JO - Administratie si Management Public

JF - Administratie si Management Public

SN - 1583-9583

IS - 23

ER -