Publication Cover
Production Planning & Control
The Management of Operations
Volume 35, 2024 - Issue 8
1,210
Views
1
CrossRef citations to date
0
Altmetric
Research Articles

Using Programme Theory to evaluate Lean interventions in healthcare

ORCID Icon &
Pages 824-841 | Received 05 Aug 2020, Accepted 20 Oct 2022, Published online: 08 Nov 2022

References

  • Adebanjo, Dotun, Tritos Laosirihongthong, and Premaratne Samaranayake. 2016. “Prioritizing Lean Supply Chain Management Initiatives in Healthcare Service Operations: A Fuzzy AHP Approach.” Production Planning & Control 27 (12): 953–966. doi:10.1080/09537287.2016.1164909.
  • Aitken, James, Ann E. Esain, and Sharon Williams. 2021. “Management of Complexity in the Care Ecosystem.” Supply Chain Management: An International Journal 26 (4): 481–494. doi:10.1108/SCM-05-2020-0207.
  • Al Owad, Ali, Premaratne Samaranayake, Azharul Karim, and Kazi Badrul Ahsan. 2018. “An Integrated Lean Methodology for Improving Patient Flow in an Emergency Department–Case Study of a Saudi Arabian Hospital.” Production Planning & Control 29 (13): 1058–1081. doi:10.1080/09537287.2018.1511870.
  • Albaek, Erik. 1989. “Policy Evaluation: Design and Utilization.” Knowledge in Society 2 (4): 6–19. doi:10.1007/BF02687230.
  • Ballé, Michael, and Anne Régnier. 2007. “Lean as a Learning System in a Hospital Ward.” Leadership in Health Services (Bradford, England) 20 (1): 33–41. doi:10.1108/17511870710721471.
  • Barnas, Kim. 2011. “Thedacare’s Business Performance System: Sustaining Continuous Daily Improvement Through Hospital Management in a Lean Environment.” The Joint Commission Journal on Quality and Patient Safety 37 (9): 387–AP8. doi:10.1016/S1553-7250(11)37049-3.
  • Bhat, Shreeranga, and N. A. Jnanesh. 2014. “Application of Lean Six Sigma Methodology to Reduce the Cycle Time of out-Patient Department Service in a Rural Hospital.” International Journal of Healthcare Technology and Management 14 (3): 222. doi:10.1504/IJHTM.2014.064257.
  • Bicheno, John. 2008. The Lean Toolbox for Service Systems, Buckingham: Picsie Books
  • Bickman, Leonard. 1987. “The Functions of Program Theory.” New Directions for Program Evaluation 1987 (33): 5–18. doi:10.1002/ev.1443.
  • Bickman, Leonard. 1996. “The Application of Program Theory to the Evaluation of a Managed Mental Health Care System.” Evaluation and Program Planning 19 (2): 111–119. doi:10.1016/0149-7189(96)00002-X.
  • Bortolotti, Thomas, Stefania Boscari, and Pamela Danese. 2015. “Successful Lean Implementation: Organizational Culture and Soft Lean Practices.” International Journal of Production Economics 160 (February): 182–201. doi:10.1016/j.ijpe.2014.10.013.
  • Bortolotti, Thomas, Stefania Boscari, Pamela Danese, Hebert Alonso Medina Suni, Nicholas Rich, and Pietro Romano. 2018. “The Social Benefits of Kaizen Initiatives in Healthcare: An Empirical Study.” International Journal of Operations & Production Management 38 (2): 554–578. doi:10.1108/IJOPM-02-2017-0085.
  • Bowerman, Jennifer, and David Fillingham. 2007. “Can Lean save Lives?” Leadership in Health Services (Bradford, England) 20 (4): 231–241. 10.1108/17511870710829346.
  • Brandão de Souza, Luciano. 2009. “Trends and Approaches in Lean Healthcare.” Leadership in Health Services 22 (2): 121–139. doi:10.1108/17511870910953788.
  • Bruce, Alan, and Sandra Hill. 1994. “Relationships Between Doctors and Managers: The Scottish Experience.” Journal of Management in Medicine 8 (5): 49–57. 10.1108/02689239410073358.
  • Burgess, Nicola, and Zoe Radnor. 2013. “Evaluating Lean in Healthcare.” International Journal of Health Care Quality Assurance 26 (3): 220–235. 10.1108/09526861311311418.
  • Carter, Bob., Andy Danford, Debra Howcroft, Helen Richardson, Andrew Smith, and Phil Taylor. 2013. “Stressed out of My Box’: Employee Experience of Lean Working and Occupational Ill-Health in Clerical Work in the UK Public Sector.” Work, Employment and Society 27 (5): 747–767. doi:10.1177/0950017012469064.
  • Costa, Luana Bonome Message, and Moacir Godinho Filho. 2016. “Lean Healthcare: Review, Classification and Analysis of Literature.” Production Planning & Control 27 (10): 823–836. doi:10.1080/09537287.2016.1143131.
  • Dahler-Larsen, Peter. 2001. “From Programme Theory to Constructivism.” Evaluation 7 (3): 331–349. doi:10.1177/13563890122209711.
  • D'Andreamatteo, Antonio, Luca Ianni, Federico Lega, and Massimo Sargiacomo. 2015. “Lean in Healthcare: A Comprehensive Review.” Health Policy 119 (9): 1197–1209. doi:10.1016/j.healthpol.2015.02.002
  • Davidoff, Frank, Mary Dixon-Woods, Laura Leviton, and Susan Michie. 2015. “Demystifying Theory and Its Use in Improvement.” BMJ Quality & Safety 24 (3): 228–238. 10.1136/bmjqs-2014-003627.
  • Doherty, Lesley. 2012. “Striving for Excellence Succeeding with Lean Thinking in Healthcare.” Accessed 29 July 2020. http://www.boltonft.nhs.uk/wp-content/uploads/2012/12/bics_lesley_doherty_succeeding_with_lean_thinking_healthcare12.pdf
  • Donaldson, Stewart. I. 2005. “Using Program Theory-Driven Evaluation Science to Crack the Da Vinci Code.” New Directions for Evaluation 2005 (106): 65–84. doi:10.1002/ev.152
  • Downe-Wamboldt, Barbara. 1992. “Content Analysis: Method, Applications, and Issues.” Health Care for Women International 13 (3): 313–321. doi:10.1080/07399339209516006.
  • Drotz, Erik, and Bozena Poksinska. 2014. “Lean in Healthcare from Employees’ Perspectives.” Journal of Health Organization and Management 28 (2): 177–195. doi:10.1108/JHOM-03-2013-0066.
  • Dun, Desirée H. van, Jeff N. Hicks, and Celeste P. M. Wilderom. 2017. “Values and Behaviors of Effective Lean Managers: Mixed-Methods Exploratory Research.” European Management Journal 35 (2): 174–186. doi:10.1016/j.emj.2016.05.001.
  • Elo, Satu, and Helvi Kyngäs. 2008. “The Qualitative Content Analysis Process.” Journal of Advanced Nursing 62 (1): 107–115. doi:10.1111/j.1365-2648.2007.04569.x.
  • Eriksson, Nomie. 2017. “Hospital Management from a High Reliability Organizational Change Perspective: A Swedish Case on Lean and Six Sigma.” International Journal of Public Sector Management 30 (1): 67–84. doi:10.1108/IJPSM-12-2015-0221.
  • Fillingham, David. 2007. “Can Lean Save Lives?” Accessed 29 July 2020. doi:10.1108/17511870710829346.
  • Gadolin, Christian. 2019. “The Influence of Policy Makers Over Lean Implementations in Healthcare.” International Journal of Health Governance 24 (3): 222–229. doi:10.1108/IJHG-02-2019-0016.
  • Goicolea, Isabel, Anna Karin Hurtig, Miguel San Sebastian, Carmen Vives-Cases, and Bruno Marchal. 2015. “Developing a Programme Theory to Explain How Primary Health Care Teams Learn to Respond to Intimate Partner Violence: A Realist Case-Study.” BMC Health Services Research 15 (1): 228. doi:10.1186/s12913-015-0899-8.
  • Graban, Mark. 2013. Lean Hospitals. 2nd ed. New York: Productivity Press.
  • Guo, Lin, and Selena Hariharan. 2012. “Patients Are Not Cars and Staff Are Not Robots: Impact of Differences between Manufacturing and Clinical Operations on Process Improvement.” Knowledge and Process Management 19 (2): 53–68. doi:10.1002/kpm.1386.
  • Haddad, Marc G., Pierrette P. Zouein, Joseph Salem, and Rami Otayek. 2016. “Case Study of Lean in Hospital Admissions to Inspire Culture Change.” EMJ - Engineering Management Journal 28 (4): 209–223. doi:10.1080/10429247.2016.1234896.
  • Hadid, Wael, and S. Afshin Mansouri. 2014. “The Lean-Performance Relationship in Services: A Theoretical Model.” International Journal of Operations & Production Management 34 (6): 750–785. doi:10.1108/IJOPM-02-2013-0080.
  • Hallam, Cory R. A, and Carolina Contreras. 2018. “Lean Healthcare: Scale, Scope and Sustainability.” International Journal of Health Care Quality Assurance 31 (7): 684–696. doi:10.1108/IJHCQA-02-2017-0023
  • Ham, Christopher. 2004. Improving Health Policy in Britain. 5th ed. Basingstoke: Palgrave McMillan.
  • Han, Lu., Matt Sutton, Stuart Clough, Richard Warner, and Tim Doran. 2018. “Impact of out-of-Hours Admission on Patient Mortality: longitudinal Analysis in a Tertiary Acute Hospital.” BMJ Quality and Safety 27 (6): 445–454. doi:10.1136/bmjqs-2017-006784
  • Hines, Peter, Matthias Holweg, and Nick Rich. 2004. “Learning to Evolve: A Review of Contemporary Lean Thinking.” International Journal of Operations and Production Management 24 (10): 994–1011. doi:10.1108/01443570410558049.
  • Hsieh, Hsiu Fang, and Sarah E. Shannon. 2005. “Three Approaches to Qualitative Content Analysis.” Qualitative Health Research 15 (9): 1277–1288. doi:10.1177/1049732305276687.
  • Jabbal, Joni. 2017. “Embedding a Culture of Quality Improvement.” The Kings Fund. Accessed 20 July 2020. https://www.kingsfund.org.uk/publications/embedding-culture-quality-improvement
  • Jones, Daniel, and Alan Mitchell. 2006. Lean Thinking for the NHS: A Report Commissioned by the NHS Confederation. London: NHS Confederation.
  • Klein, Rudolf. 2010. The New Politics of the NHS. 6th ed. Oxford: Radcliffe Publishing Ltd.
  • Krippendorff, Klaus. 2004. “Content Analysis.” Accessed 29 July 2020. http://repository.upenn.edu/asc_papers.
  • Lander, Eduardo, and Jeffrey K. Liker. 2007. “The Toyota Production System and Art: Making Highly Customized and Creative Products the Toyota Way.” International Journal of Production Research 45 (16): 3681–3698. doi:10.1080/00207540701223519.
  • Legg, Stephen, Kirsten Olsen, Felicity Lamm, Ian Laird, Leigh-Ann Harris, and Peter Hasle. 2010. “Understanding the Programme Theories Underlying National Strategies to Improve the Working Environment in Small Businesses.” Policy and Practice in Health and Safety 8 (2): 5–35. doi:10.1080/14774003.2010.11667746.
  • Leite, Higor, Claire Lindsay, and Maneesh Kumar. 2020. “COVID-19 Outbreak: Implications on Healthcare Operations.” The TQM Journal 33 (1): 247–256. doi:10.1108/TQM-05-2020-0111.
  • Leite, Higor, Nicola Bateman, and Zoe Radnor. 2020. “Beyond the Ostensible: An Exploration of Barriers to Lean Implementation and Sustainability in Healthcare.” Production Planning & Control 31 (1): 1–18. doi:10.1080/09537287.2019.1623426.
  • Leite, Higor, Sharon Williams, Zoe Radnor, and Nicola Bateman. 2022. “Emergent Barriers to the Lean Healthcare Journey: Baronies, Tribalism and Scepticism.” Production Planning & Control: 1–18. doi:10.1080/09537287.2022.2054386.
  • Lindsay, Claire F., Maneesh Kumar, and Linda Juleff. 2020. “Operationalising Lean in Healthcare: The Impact of Professionalism.” Production Planning & Control 31 (8): 629–643. doi:10.1080/09537287.2019.1668577.
  • Lipsey, Mark. W, and David. S. Cordray. 2000. “Evaluation Methods for Social Intervention.” Annual Review of Psychology 51 (1): 345–375. doi:10.1146/annurev.psych.51.1.345
  • Maalouf, Malek, and Britta Gammelgaard. 2016. “Managing Paradoxical Tensions During the Implementation of Lean Capabilities for Improvement.” International Journal of Operations & Production Management 36 (6): 687–709. doi:10.1108/IJOPM-10-2014-0471.
  • Mann, David. 2009. “The Missing Link: Lean Leadership.” Frontiers of Health Services Management 26 (1): 15–26.
  • Mannon, Melissa. 2014. “Lean Healthcare and Quality Management: The Experience of ThedaCare.” Quality Management Journal. American Society for Quality 21 (1): 7–10. doi:10.1080/10686967.2014.11918371.
  • @markgraban 2015. “Lean in Healthcare.” Twitter.
  • Matsui, Yoshiki. 2007. “An Empirical Analysis of Just-in-Time Production in Japanese Manufacturing Companies.” International Journal of Production Economics 108 (1–2): 153–164. doi:10.1016/j.ijpe.2006.12.035.
  • Matthias, Olga, and Steve Brown. 2016. “Implementing Operations Strategy through Lean Processes within Health Care: The Example of NHS in the UK.” International Journal of Operations & Production Management 36 (11): 1435–1457. doi:10.1108/IJOPM-04-2015-0194.
  • Mazzocato, Pamela, Johan Thor, Ulrika Bäckman, Mats Brommels, Jan Carlsson, Fredrik Jonsson, Magnus Hagmar, and Carl Savage. 2014. “Complexity Complicates Lean: Lessons From Seven Emergency Services.” Journal of Health Organization and Management 28 (2): 266–288. doi:10.1108/JHOM-03-2013-0060.
  • McCann, Leo., John. S. Hassard, Edward Granter, and Paula. J. Hyde. 2015. “Casting the Lean Spell: The Promotion, Dilution and Erosion of Lean Management in the NHS.” Human Relations 68 (10): 1557–1577. doi:10.1177/0018726714561697.
  • Meredith, Jack. 1998. “Building Operations Management Theory Through Case and Field Research.” Journal of Operations Management 16 (4): 441–454. doi:10.1016/S0272-6963(98)00023-0.
  • Monden, Yasuhiro. 1983. Toyota Production System. Georgia: Industrial Engineering and Management Press.
  • Narayanamurthy, G., A. Gurumurthy, N. Subramanian, and R. Moser. 2018. “Assessing the Readiness to Implement Lean in Healthcare Institutions–a Case Study.” International Journal of Production Economics 197: 123–142. doi:10.1016/j.ijpe.2017.12.028.
  • Netland, Torbjørn. H., Jason. D. Schloetzer, and Kasra Ferdows. 2015. “Implementing Corporate Lean Programs: The Effect of Management Control Practices.” Journal of Operations Management 36 (1): 90–102. doi:10.1016/j.jom.2015.03.005.
  • Noori, Behroz. 2015. “Identifying Critical Issues in Lean Implementation in Hospitals.” Hospital Topics 93 (2): 44–52. doi:10.1080/00185868.2015.1052299
  • Ohno, Taiichi. 1988. Toyota Production System - Beyond Large Scale Production. New York: Productivity Press.
  • Olsen, Kirsten, Stephen Legg, and Peter Hasle. 2012. “How to Use Programme Theory to Evaluate the Effectiveness of Schemes Designed to Improve the Work Environment in Small Businesses.” Work 41: 5999–6006. doi:10.3233/WOR-2012-0036-5999.
  • Øvretveit, John. 2005. “Leading Improvement.” Journal of Health Organization and Management 19 (6): 413–430. doi:10.1108/14777260510629661.
  • Panwar, Avinash, Bimal P. Nepal, Rakesh Jain, and Ajay Pal Singh Rathore. 2015. “On the Adoption of Lean Manufacturing Principles in Process Industries.” Production Planning & Control 26 (7): 564–587. doi:10.1080/09537287.2014.936532.
  • Pedersen, Esben Rahbek Gjerdrum, and Mahad Huniche. 2011. “Determinants of Lean Success and Failure in the Danish Public Sector: A Negotiated Order Perspective.” International Journal of Public Sector Management 24 (5): 403–420. doi:10.1108/09513551111147141.
  • Piercy, Niall, and Nick Rich. 2015. “The Relationship Between Lean Operations and Sustainable Operations.” International Journal of Operations & Production Management 35 (2): 282–315. doi:10.1108/IJOPM-03-2014-0143.
  • Proudlove, Nathan, Claire Moxham, and Ruth Boaden. 2008. “Lessons for Lean in Healthcare from Using Six Sigma in the NHS.” Public Money and Management 28 (1): 27–34. doi:10.1111/j.1467-9302.2008.00615.x.
  • Radnor, Zoe J., Matthias Holweg, and Justin Waring. 2012. “Lean in Healthcare: The Unfilled Promise?” Social Science & Medicine (1982) 74 (3): 364–371. doi:10.1016/j.socscimed.2011.02.011.
  • Radnor, Zoe, and Stephen P. Osborne. 2013. “Lean: A Failed Theory for Public Services?” Public Management Review 15 (2): 265–287. doi:10.1080/14719037.2012.748820.
  • Reed, Julie E., Christopher McNicholas, Thomas Woodcock, Laurel Issen, and Derek Bell. 2014. “Designing Quality Improvement Initiatives: The Action Effect Method, a Structured Approach to Identifying and Articulating Programme Theory.” BMJ Quality & Safety 23 (12): 1040–1048. doi:10.1136/bmjqs-2014-003103.
  • Remtulla, Ridhaa, Arwa Hagana, Nour Houbby, Kajal Ruparell, Nivaran Aojula, Anannya Menon, Santhosh G. Thavarajasingam, and Edgar Meyer. 2021. “Exploring the Barriers and Facilitators of Psychological Safety in Primary Care Teams: A Qualitative Study.” BMC Health Services Research 21 (1): 269–212. doi:10.1186/s12913-021-06232-7.
  • Roemeling, Oskar, Martin Land, and Kees Ahaus. 2017. “Does Lean Cure Variability in Health Care?” International Journal of Operations & Production Management 37 (9): 1229–1245. doi:10.1108/IJOPM-07-2015-0452.
  • Rogers, Patricia J. 2008. “Using Programme Theory to Evaluate Complicated and Complex Aspects of Interventions.” Evaluation 14 (1): 29–48. doi:10.1177/1356389007084674.
  • Samuel, Donna, Pauline Found, and Sharon J. Williams. 2015. “How Did the Publication of the Book the Machine That Changed the World Change Management Thinking? Exploring 25 Years of Lean Literature.” International Journal of Operations and Production Management 13 (10): 1386–1407. doi:10.1108/IJOPM-12-2013-0555.
  • Saunders, Mark N. K., and Keith Townsend. 2016. “Reporting and Justifying the Number of Interview Participants in Organization and Workplace Research.” British Journal of Management 27 (4): 836–852. doi:10.1111/1467-8551.12182.
  • Schmenner, Roger W. 2015. “The Pursuit of Productivity.” Production and Operations Management 24 (2): 341–350. doi:10.1111/poms.12230.
  • Sharpe, Glynn. 2011. “A Review of Program Theory and Theory-Based Evaluations.” American International Journal of Contemporary Research 1 (3): 72–75.
  • Sinha, K. K., and E. J. Kohnke. 2009. “Health Care Supply Chain Design: Toward Linking the Development and Delivery of Care Globally.” Decision Sciences 40 (2): 197–212. doi:10.1111/j.1540-5915.2009.00229.x.
  • Stake, Robert. 1995. The Art of Qualitative Research. Edited by N. Denzin and Y. Lincoln. California: Sage.
  • Stentoft, Jan, and Per Vagn Freytag. 2020. “Improvement Culture in the Public Mental Healthcare Sector: Evaluation of Implementation Efforts.” Production Planning & Control 31 (7): 540–556. doi:10.1080/09537287.2019.1657978.
  • Tilley, Nick. 2004. “Applying Theory-Driven Evaluation to the British Crime Reduction Programme.” Criminal Justice 4 (3): 255–276. doi:10.1177/1466802504048465.
  • Tortorella, Guilherme, Gopalakrishnan Narayanamurthy, Moacir Godinho Filho, Alberto Portioli Staudacher, and Alejandro F. Mac Cawley. 2021. “Pandemic’s Effect on the Relationship Between Lean Implementation and Service Performance.” Journal of Service Theory and Practice 31 (2): 203–224. doi:10.1108/JSTP-07-2020-0182.
  • Toussaint, John S., and Leonard L. Berry. 2013. “The Promise of Lean in Health Care.” Mayo Clinic Proceedings 88 (1): 74–82. doi:10.1016/j.mayocp.2012.07.025.
  • Toussaint, John. 2009. “Writing the New Playbook for U.S. Health Care: Lessons from Wisconsin.” Health Affairs (Project Hope) 28 (5): 1343–1350. 10.1377/hlthaff.28.5.1343.
  • Tracey, Monica W., and Jamie W. Flinchbaugh. 2006. “How Human Resource Departments Can Help Lean Transformation.” Accessed 30 July 2020. https://www.lean.org.za/wp-content/uploads/2015/03/How_HR_Helps_Lean1.pdf
  • Virginia Mason Institute. 2022. “Lean.” Accessed 13 June 2022. https://www.virginiamasoninstitute.org/?s=Lean
  • Walley, Paul. 2013. “Does the Public Sector Need a More Demand-Driven Approach to Capacity Management?” Production Planning & Control 24 (10–11): 877–890. doi:10.1080/09537287.2012.666886.
  • Waring, Justin J., and Simon Bishop. 2010. “Lean Healthcare: Rhetoric, Ritual and Resistance.” Social Science & Medicine (1982) 71 (7): 1332–1340. doi:10.1016/j.socscimed.2010.06.028.
  • Yin, Robert. K. 2013. Case Study Research: Design and Methods. 5th ed. Thousand Oaks: Sage.
  • Zirar, Araz, Clive Trusson, and Alok Choudhary. 2020. “Towards a High-Performance HR Bundle Process for Lean Service Operations.” International Journal of Quality & Reliability Management 38 (1): 25–45. doi:10.1108/IJQRM-10-2019-0330.