Study Examines Five Hospital Systems’ Implementation of Lean
Organizational contexts have a profound effect on the successful implementation of Lean strategies and tools and may affect other types of process redesign and quality improvement, according to an AHRQ-funded study. Adopted from Toyota Production Systems, Lean is a continuous quality improvement strategy for standardizing and streamlining work flow. “Effects of Organizational Context on Lean Implementation in Five Hospital Systems” appeared online December 23 in the journal Health Care Management Review. Researchers, including AHRQ’s Michael I. Harrison, Ph.D., identified several ways intra-organizational context shapes Lean implementation and outcomes. These include CEO commitment and support, prior organizational capacity for performance improvement, alignment of the Lean initiative with the organizational mission, dedication of resources and experts, training, appropriate project management and effective communication within and across teams. The findings underscore the importance of ensuring that the management system, information technology and other organizational conditions can support an improvement initiative.
Health Care Manage Rev. 2014 Dec 23. [Epub ahead of print]
Effects of organizational context on Lean implementation in five hospital systems.
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