835
Views
17
CrossRef citations to date
0
Altmetric
Original Articles

Improving Hospital Performance by Use of Lean Techniques: An Action Research Project in Brazil

, , , &

REFERENCES

  • Aherne, J., and Whelton, J. eds. (2010). Applying Lean in healthcare. New York: Productivity Press.
  • American Society for Quality. (2009). Hospitals see benefits of Lean and Six Sigma (press release). Available at: http://asq.org/qualitynews/qnt/execute/displaySetup?newsID=5843 (accessed May 13, 2012).
  • Araujo, C. A. S. (2005). Fatores a serem gerenciados para o alcance da qualidade para osclientes internos: Um estudoem um conjunto de hospitais Brasileiros. Doctoral dissertation, Universidade do Rio de Janeiro.
  • Baker, M., and Taylor, I. (2009). Making hospitals work, Herefordshire, England: Lean Enterprise Academy Ltd.
  • Bertani, T. M. (2012). Lean healthcare: Recomendações para implantações dos conceitos de produção enxuta em ambientes hospitalares. Master's thesis, Escola de Engenharia de São Carlos da Universidade de São Paulo.
  • Bittencourt, R. J., and Hortale, V. A. (2009). Intervenções para solucionar a superlotação nos serviços de emergência hospitalar: Uma revisão sistemática. Cad Saúde Pública, Rio de Janeiro 25(7): 1439–54.
  • Cima, R. R., Brown, M. J., Hebl, J. R., Moore, R., Rogers, J. C., Kollengode, A., Amstutz,G. J., Weisbrod, C. A., Narr, B. J., and Deschamps, C. (2011). Use of Lean and Six Sigma methodology to improve operating room efficiency in a high-volume tertiary-care academic medical center. Journal of the American College of Surgeons 213(1): 83–92.
  • Coughlan, P., and Coghlan, D. (2002). Action research for operations management. International Journal of Operations and Production Management 22(2): 220–40.
  • Dickson, E. W., Anguelov, Z., Vetterick, D., Eller, A., and Singh, S. (2009). Use of lean in the emergency department: A case series of 4 hospitals. Annals of Emergency Medicine 54(4): 504–510.
  • Edwards, K., Nielsen, A. P., and Jacobsen, P. (2012). Implementing Lean in surgery—Lessons and implications. International Journal of Technology Management 57(1–3): 4–17.
  • Fabbri, B. P. F. (2011). Lean Healthcare: Um levantamento de oportunidades de ganhoem um hospital brasileiro. Coursework, Escola de Engenharia de São Carlos da Universidade de São Paulo, São Carlos, Brazil.
  • Fairbanks, C. B. (2007). Using Six Sigma and Lean methodologies to improve OR throughput. AORN Journal 86(1): 73–82
  • Fillingham, D. (2007). Can Lean save lives? Leadership in Health Services 20(4): 231–41
  • Framinan, J. M., González, P. L., and Ruiz-Usano, R. (2003). The CONWIP production control system: Review and research issues. Production Planning & Control 14(3): 255–65.
  • Frendendall, L. D., Craig, J. B., Fowler, P. J., and Damali, U. (2009). Barriers to swift, even flow in the internal supply chain of perioperative surgical services department: A case study. Decision Sciences 40(2): 327–49.
  • Heinbuch, S. E. (1995). A case of successful technology transfer to health care: total quality materials management and just-in-time. Journal of Management in Medicine 9(2): 48–56.
  • Hendry, L.C., Huang, Y., and Stevenson, M. (2013). Workload control: Successful implementation taking a contingency-based view of production planning and control. International Journal of Operations & Production Management 33(1): 69–103.
  • Karlsson, C., and Ahlström, P. (1996). The difficult path to Lean product development. Journal of Product Innovation Management 13(4): 283–95.
  • Kenney, C. (2011). Transforming health care—Virginia Mason Medical Center's pursuit of the perfect patient experience. New York: Productivity Press.
  • La Forgia, G. M., and Couttolenc, B. F. (2009). Hospital Performance in Brazil: The search for excellence. Washington, DC: The World Bank.
  • Laursen, M. L., Gertsen, F., and Johansen, J. (2003). Applying Lean thinking in hospitals; exploring implementation difficulties. Aalborg, Denmark: Aalborg University, Center for Industrial Production.
  • Li, J. (2010). Simulation study of coordinating layout change and quality improvement for adapting job shop manufacturing to CONWIP control. International Journal of Production Research 48(3): 879–900.
  • Mazzocato, P., Savage, C., Brommels, M., Aronsson, H., and Thor, J. (2010). Lean thinking in healthcare: A realistic review of the literature. Qual Saf Health Care 19:376–382.
  • NHS Modernisation Agency. (2001). Ideal Design of Emergency Access (IDEA) programme. Available at: http://wales.nhs.uk/sites3/w-docopen.cfm?orgid=530&id=58478&1936FC9F-1143-E756-5CD3645843009ACA (accessed 12 September 2012).
  • NHS Modernisation Agency. (2002). The Big Referral Wizard: a guide to systems management in healthcare, September. Available at: www.natpact.nhs.uk/demand_management/wizards/big_wizard/ (accessed 12 September 2012).
  • Nonthaleerak, P., and Hendry, L. C. (2007). Six Sigma action research in Thailand: A comparative study. International Journal of Services Technology and Management 8: 491–511.
  • Pinto, C. F. (2010). Improving wait times at a medical oncology unit. In Applying Lean in healthcare, eds. Aherne, J. and Whelton, J., New York: Productivity Press, 133–154.
  • Schoonhoven, M., Kemper, B. P. H., Brilleman, M. I., and Does, R. J. M. M. (2011). Quality Quandaries: Streamlining the path to optimal care for cardiovascular patients. Quality Engineering 23(4): 388–94. http://dx.doi.org/10.1080/08982112.2011.602169
  • Schoonhoven, M., Lubbers, C., and Does, R. J. M. M. (2013). Quality Quandaries: Shortening the throughput time of a hospital's billing process. Quality Engineering 25(2): 188–93. http://dx.doi.org/10.1080/08982112.2012.758287
  • Selau, L. P. R., Pedó, M. G. B., Senff, D. S., and Saurin, T. A. (2009). Produção enxuta no setor de serviços: Caso do hospital de clínicas de Porto Alegre—HCPA. Revista Gestão Industrial 5(1): 122–40.
  • Silberstein, A. C. L. (2006). Um estudo de casos sobrea aplicação de princípios enxutos em serviços de saúde no Brasil. Master's thesis, Universidade Federal do Rio de Janeiro.
  • Souza, L. B. (2009). Trends and approaches in Lean healthcare. Leadership in Health Services 22(2): 121–39.
  • Spearman, M. L., Woodruff, D. L., and Hopp, W. J. (1990). CONWIP: A pull alternative to Kanban. International Journal of Production Research 28(5): 879–94.
  • Thompson, D. N., Wolf, G. A., and Spear, S. J. (2003). Driving improvement in patient care—Lessons from Toyota. Journal of Nursing Administration 33(11): 585–95.
  • Toussaint, J., and Gerard, R. A. (2010). On the mend—revolutionizing healthcare to save lives and transform the industry. Cambridge, MA: Lean Enterprise Institute.
  • Westbrook, R. (1995). Action research: A new paradigm for research in production and operations management, International Journal of Operations and Production Management 15(2): 6–21.
  • Womack, J. P., Jones, D. T., and Roos, D. (1992). The machine that changed the world. New York: Free Press.
  • Womack, J. P., and Jones, D. T. (2003). Lean Thinking. New York: Free Press.
  • Young, T., and McClean, S. (2012). Some challenges facing Lean thinking in healthcare. International Journal for Quality in Health Care 21(5): 309–10.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.