Operationalising lean in healthcare: the impact of professionalism

Lindsay, Claire F., Kumar, Maneesh ORCID: https://orcid.org/0000-0002-2469-1382 and Juleff, Linda 2020. Operationalising lean in healthcare: the impact of professionalism. Production Planning and Control 31 (8) , pp. 629-643. 10.1080/09537287.2019.1668577

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Abstract

Lean is endorsed as policy in practice in the UK but the challenges and complexities affecting Lean in healthcare are still to be adequately assessed. Through a qualitative single case study of an NHS organisation implementing Lean, 43 interviews with multi-disciplinary team members involved in Lean were conducted. The progress of Lean is found to be inhibited as medical professionals have failed to engage or provide clinical leadership in supporting the trajectory of Lean. This resulted in limited outcomes, sustainability implications, and failed projects. Lean is challenged by complexity and this is evident in conflicts between professional identity, corresponding status and clinical/managerial relationships. Medical professionals as a group have received a limited focus in papers assessing the progress of Lean in Healthcare from an operational perspective. Going forward, strategies for mitigating the negative impact of this can be developed to support operational managers in the healthcare domain.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Taylor & Francis
ISSN:	0953-7287
Date of First Compliant Deposit:	7 August 2019
Date of Acceptance:	27 August 2019
Last Modified:	16 Nov 2024 18:15
URI:	https://orca.cardiff.ac.uk/id/eprint/124758

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