Process redesign for time-based emergency admission targets: Staff perceptions of the impact on quality of care

Sandra G. Leggat, Richard Gough, Timothy Bartram, Pauline Stanton, Greg Bamber, Ruth Ballardie, Amrik Sohal

Research output: Contribution to journalArticleResearchpeer-review

12 Citations (Scopus)


Purpose: Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care. Design/methodology/approach: A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis. Findings: There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals. Originality/value: One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisations implementing process redesign must ensure the supporting management practices are in place.
Original languageEnglish
Pages (from-to)939-949
Number of pages11
JournalJournal of Health Organisation and Management
Issue number6
Publication statusPublished - 2016


  • Business process re-engineering
  • Emergency department
  • Emergency services
  • Human resource management
  • Lean Six Sigma
  • Process redesign
  • Quality
  • Quality of care

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