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Does Lean healthcare lead to improvement of patient-perceived quality of care?
Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology. (Quality Technology & Management)ORCID iD: 0000-0003-4040-8302
Wroclaw University of Technology, Wroclaw, Poland. (Quality Management)
Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. (Quality Technology & Management)
2014 (English)In: Proceedings of the 17th QMOD conference on Quality and Service Sciences ICQSS, Prague, Czech Republic, 2014Conference paper, Published paper (Refereed)
Abstract [en]

Background – Lean healthcare is claimed to contribute to improved patient value, but there is a limited research whether the application of Lean practices leads to improvement of patient perceived quality of care.

Methods –We used the data from the Swedish National Patient Survey to investigate if there are significant differences in patient-perceived quality of care between primary care units working with Lean and the control group, and if the patient-perceived quality improved over time. Moreover, to gain more in-depth understanding, we have performed two case studies in primary care units and investigate how the case organisations operationalized Lean principles with regards to definition and creation of value.

Results – The application of Lean healthcare practices doesn’t lead to improvement of patient perceived quality of care. In fact, the patients perceived a deterioration of quality of care in respect to informing them and meeting their needs. Providing timely and efficient care, which means reducing disturbances, waits and delays both for those who receive and those who give care, was an important principle characterizing Lean improvement work at case organisations. Little attention is paid to patient value and involving patients in improvement activities.

Conclusions –The implementation of Lean production in the guiding principles of service: customer value and value co-creation. Consequently, improvements tend to focus on internal efficiency and have a limited impact on patient experience. An important strategy is therefore to develop systematic approaches to specify patient value that integrate both the knowledge and clinical expertise of caregivers and the patients’ preferences and experiences in the application of Lean in healthcare.

Place, publisher, year, edition, pages
Prague, Czech Republic, 2014.
Keyword [en]
Lean healthcare
National Category
Mechanical Engineering
Identifiers
URN: urn:nbn:se:liu:diva-113701OAI: oai:DiVA.org:liu-113701DiVA: diva2:784323
Conference
17th QMOD conference on Quality and Service Sciences ICQSS
Available from: 2015-01-29 Created: 2015-01-29 Last updated: 2015-02-05

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Poksinska, BozenaEngström, Jon

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CiteExportLink to record
Permanent link

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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf