To read the full version of this content please select one of the options below:

Measuring lean initiatives in health care services: issues and findings

Beata Kollberg (Linköping Institute of Technology, Linköping, Sweden)
Jens J. Dahlgaard (Linköping Institute of Technology, Linköping, Sweden)
Per‐Olaf Brehmer (Linköping University, Linköping, Sweden)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 1 January 2007

14703

Abstract

Purpose

The purpose of this paper is to discuss how a performance measurement system called “the flow model” is designed to measure changes towards lean thinking in health care services.

Design/methodology/approach

The paper integrates literature from the health care sector and the lean production movement in order to understand whether lean thinking is applicable in healthcare and thereby identify key performance indicators that measure changes towards lean thinking in health care. The flow model is discussed in relation to this measurement framework.

Findings

The paper finds that lean thinking is applicable in health care settings, and that the flow model is a suitable tool for following up these initiatives. However, it is argued that the flow model needs to be balanced with other measurements in order to receive a complete picture of lean performance.

Research limitations/implications

The paper shows that the framework of measurements may be used in empirical research of assessing changes towards lean thinking in health care settings.

Practical implications

The paper shows that health care practitioners may use the findings to develop measurements of the outcome of lean initiatives on existing care processes.

Originality/value

The paper shows analysis and discussion of the application of an industrial concept – Lean Production – in health care services.

Keywords

Citation

Kollberg, B., Dahlgaard, J.J. and Brehmer, P. (2007), "Measuring lean initiatives in health care services: issues and findings", International Journal of Productivity and Performance Management, Vol. 56 No. 1, pp. 7-24. https://doi.org/10.1108/17410400710717064

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

Related articles