The terms lean or lean thinking apply to a reengineering strategy that encompasses principles and practices to improve and manage processes (Nicolay et al., 2012). There are varied definitions of lean, with a common meaning pertaining to the elimination of waste and improvement of efficiency (Thangarajoo & Smith, 2015). Radnor, Holweg, and Waring (2012) described lean as a process improvement strategy leaders adopted to improve operational efficiency in 51% of service companies. Al-Balushi et al. (2014) noted some healthcare managers use lean as a strategy to address process improvement.
Although some managers are using lean as a business strategy to address process improvement and operational efficiency, they are using this approach on a limited …show more content…
Adapting lean in the healthcare arena is in its early stages of development (Al-Balushi et al., 2014). According to de Souza (2009), the first application of lean in the healthcare environment is unclear; the first work published about lean healthcare was in 2001 by the National Health Service Modernisation Agency that attempted to utilize strategies of lean to address financial issues throughout the organization. Yusof, Khodambashi, and Mokhtar (2012) noted lean as a business management strategy. The utilization of lean by some organizations can reduce waste through increased efficiencies (Ulhassan et al., 2013). In this study, the focus will be on the strategies that healthcare managers use to address lean training in a rural care hospital to reduce waste and improve the quality of care to …show more content…
Lean tool outlined on 11" x 17" paper and divided into quadrants, used to identify the problem, outline the ideal state, design solutions, and identify cost associated with the change to an ideal state (Vose, Reichard, Pool, Snyder, & Burmeister, 2014).
Gemba. The term refers to the physical place of work with value observations about the product or process (Vose et al., 2014).
Kaizen or rapid improvement event. Young (2014) defined Kaizen as an event that generally lasts 1 week or 5 days of business, used by a team of employees and possibly facilitators to analyze the current process, develop a value stream map, and plan to improve the process.
Lean. Multifaceted concept links principles, practices, and methods to improve and manage business processes by addressing waste, reducing process times, and simplifying business operations (Nicholetti, 2013).
Non-value-added work. Work that does not add value to the product or service from the customer perspective is non-value-added work (Novicoff, 2013).
Spaghetti diagram. Visual diagram outlining the path traveled by a product or service through the value stream (Tu et al.,
Although some managers are using lean as a business strategy to address process improvement and operational efficiency, they are using this approach on a limited …show more content…
Adapting lean in the healthcare arena is in its early stages of development (Al-Balushi et al., 2014). According to de Souza (2009), the first application of lean in the healthcare environment is unclear; the first work published about lean healthcare was in 2001 by the National Health Service Modernisation Agency that attempted to utilize strategies of lean to address financial issues throughout the organization. Yusof, Khodambashi, and Mokhtar (2012) noted lean as a business management strategy. The utilization of lean by some organizations can reduce waste through increased efficiencies (Ulhassan et al., 2013). In this study, the focus will be on the strategies that healthcare managers use to address lean training in a rural care hospital to reduce waste and improve the quality of care to …show more content…
Lean tool outlined on 11" x 17" paper and divided into quadrants, used to identify the problem, outline the ideal state, design solutions, and identify cost associated with the change to an ideal state (Vose, Reichard, Pool, Snyder, & Burmeister, 2014).
Gemba. The term refers to the physical place of work with value observations about the product or process (Vose et al., 2014).
Kaizen or rapid improvement event. Young (2014) defined Kaizen as an event that generally lasts 1 week or 5 days of business, used by a team of employees and possibly facilitators to analyze the current process, develop a value stream map, and plan to improve the process.
Lean. Multifaceted concept links principles, practices, and methods to improve and manage business processes by addressing waste, reducing process times, and simplifying business operations (Nicholetti, 2013).
Non-value-added work. Work that does not add value to the product or service from the customer perspective is non-value-added work (Novicoff, 2013).
Spaghetti diagram. Visual diagram outlining the path traveled by a product or service through the value stream (Tu et al.,