Readiness of lean sustainability in healthcare organizations

Abstract

Purpose

This paper aims to “identify,” “analyse” and “categorise” the readiness factors of lean sustainability in health-care organisation using total interpretive structural modelling (TISM).

Design/methodology/approach

To obtain the data, a closed-ended questionnaire was used in addition to a scheduled interview. To identify how the factors interact, the TISM approach was used, and the matriced’ impacts croise’s multiplication applique’e a UN classement (MICMAC) analysis was used to rank and categorise the lean sustainability readiness factors.

Findings

This study identified ten lean sustainability readiness factors for health-care organisation. The identified factors are resources utilization practice (F1), management commitment and leadership (F2), operational flexibility (F3), workforce engagement and time commitment (F4), sustainability motivational factors (F5), awareness of lean and sustainable practice (F6), hospital design (F7), energy efficiency practices in hospitals (F8), responsible autonomy (F9) and new system adoptability training (F10). The key/driving factors are identified in this study are operational flexibility, sustainability motivational factors, management commitment and leadership, new system adoptability training.

Research limitations/implications

The study focussed primarily on lean sustainability factors for the health-care sector.

Practical implications

This research will aid key stakeholders and academics in the better understanding the readiness factors that influence lean sustainability in health-care organisation. This study emphasises the factors that must be considered when applying lean sustainable practices in health care as a real-world application in a health-care organisation. These readiness factors for lean sustainability can be used by an organization to comprehend more about the concept and the components that contribute to health-care lean sustainability.

Originality/value

This study proposes the TISM technique for health care, which is a novel attempt in the subject of lean sustainability in this sector.

Citation

Thomas, A. and Suresh, M. (2024), "Readiness of lean sustainability in healthcare organizations", International Journal of Pharmaceutical and Healthcare Marketing, Vol. 18 No. 1, pp. 1-26. https://doi.org/10.1108/IJPHM-07-2022-0064