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

44 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)

SDG 3 Good Health and Well-being

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10.1080/09540962.2015.1007714

Cite this

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

Abstract

UN SDGs

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The regulation and reconciliation of hybrid professional-managerial identities in a public hospital: the case of Lean management

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