Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review

Sandra Leggat; Timothy Bartram; Pauline Stanton; Greg John Bamber; Amrik Singh Sohal

doi:10.1080/09540962.2015.1007714

Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review

Sandra Leggat, Timothy Bartram, Pauline Stanton, Greg John Bamber, Amrik Singh Sohal

Department of Management

Research output: Contribution to journal › Article › Research › peer-review

40 Citations (Scopus)

Abstract

A systematic literature review identified 41 studies, including four reviews, reporting on process redesign interventions in hospitals. Success factors for the changes included mechanisms to facilitate participation throughout the process, clearly documented protocols and expectations for the health professionals which were supported by education, mechanisms to audit and provide feedback on behaviours and performance, as well as being able to hold the participating health professionals accountable. The success of process redesign methodologies is found to be highly dependent on these performance-based human resource management (HRM) practices.

Original language	English
Pages (from-to)	161 - 168
Number of pages	8
Journal	Public Money and Management
Volume	35
Issue number	2
DOIs	https://doi.org/10.1080/09540962.2015.1007714
Publication status	Published - 2015

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1080/09540962.2015.1007714

Cite this

@article{f9ba6345cd63410284c44fd0067cd60e,

title = "Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review",

abstract = "A systematic literature review identified 41 studies, including four reviews, reporting on process redesign interventions in hospitals. Success factors for the changes included mechanisms to facilitate participation throughout the process, clearly documented protocols and expectations for the health professionals which were supported by education, mechanisms to audit and provide feedback on behaviours and performance, as well as being able to hold the participating health professionals accountable. The success of process redesign methodologies is found to be highly dependent on these performance-based human resource management (HRM) practices.",

author = "Sandra Leggat and Timothy Bartram and Pauline Stanton and Bamber, {Greg John} and Sohal, {Amrik Singh}",

year = "2015",

doi = "10.1080/09540962.2015.1007714",

language = "English",

volume = "35",

pages = "161 -- 168",

journal = "Public Money and Management",

issn = "0954-0962",

publisher = "Taylor & Francis",

number = "2",

}

TY - JOUR

T1 - Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review

AU - Leggat, Sandra

AU - Bartram, Timothy

AU - Stanton, Pauline

AU - Bamber, Greg John

AU - Sohal, Amrik Singh

PY - 2015

Y1 - 2015

N2 - A systematic literature review identified 41 studies, including four reviews, reporting on process redesign interventions in hospitals. Success factors for the changes included mechanisms to facilitate participation throughout the process, clearly documented protocols and expectations for the health professionals which were supported by education, mechanisms to audit and provide feedback on behaviours and performance, as well as being able to hold the participating health professionals accountable. The success of process redesign methodologies is found to be highly dependent on these performance-based human resource management (HRM) practices.

AB - A systematic literature review identified 41 studies, including four reviews, reporting on process redesign interventions in hospitals. Success factors for the changes included mechanisms to facilitate participation throughout the process, clearly documented protocols and expectations for the health professionals which were supported by education, mechanisms to audit and provide feedback on behaviours and performance, as well as being able to hold the participating health professionals accountable. The success of process redesign methodologies is found to be highly dependent on these performance-based human resource management (HRM) practices.

U2 - 10.1080/09540962.2015.1007714

DO - 10.1080/09540962.2015.1007714

M3 - Article

SN - 0954-0962

VL - 35

SP - 161

EP - 168

JO - Public Money and Management

JF - Public Money and Management

IS - 2

ER -