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Lean Tools Promoting Individual Innovation in Healthcare
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.ORCID iD: 0000-0002-6167-4637
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.
2016 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed) Submitted
Abstract [en]

Lean is a management concept that has been implemented in different sectors, including healthcare. In lean, employees continuously improve the work processes, which is closely associated with small step innovation. In moving away from the ambiguity surrounding lean in healthcare, this empirical study expands upon lean tools and innovation enabling job resources, as a contextual prerequisite, promoting healthcare employees’ individual innovation at work. Three public sector entities in Sweden participated in a longitudinal quantitative study (n=281). Idea generation and idea implementation, as individual innovation, were analysed using four-level multiple linear regression models. 5S and value stream mapping facilitated employee individual innovation. Hence, these lean tools are considered job resources for such innovation in the initial phase of implementing lean. After controlling for the lean context, job resources and job demands, visual follow-up boards and standardised work had no significant influence upon individual innovation, while development resources and information as participation promoted individual innovation. This study contributes to the understanding of how individual innovation is associated with lean tools and other innovation-related resources in healthcare. These results add to the knowledge of methods and resources promoting individual innovation when initiating a lean implementation.

Place, publisher, year, edition, pages
2016.
Keyword [en]
Organisational development, Continuous improvement, 5S, Value stream mapping, Sustainability
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Technology and Health
Identifiers
URN: urn:nbn:se:kth:diva-191548OAI: oai:DiVA.org:kth-191548DiVA: diva2:957316
Funder
AFA Insurance, 100013
Note

Qc 20160902

Available from: 2016-09-01 Created: 2016-09-01 Last updated: 2016-09-02Bibliographically approved
In thesis
1. Reaching at Sustainable Development: Lean in the Public Sector
Open this publication in new window or tab >>Reaching at Sustainable Development: Lean in the Public Sector
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

The concept of sustainable development is commonly used worldwide. In the public sector, characterized by a rationalization focus, conclusions about the sustainability of lean production (lean), as a management concept for organizational change, are contradictory. This thesis aims to identify conditions promoting sustainable development in the public sector, in particular the healthcare sector, when implementing lean. Two qualitative and one quantitative case study were conducted using longitudinal data collection: focus group interviews, semi-structured interviews, analysis seminars, steering board meetings, and a questionnaire. The empirical data was collected from national lean programs in Sweden. The results describe that socio-technical principles may be used as indicators of sustainability as well as a guide in the implementation of lean in healthcare. Active ownership among stakeholders, a developmental view in the organization, stakeholder participation, organized joint innovative learning activities, role and goal clarity may be conditions influencing the sustainability of lean in the public sector. Furthermore, when supported by a favorable lean context, the results show that the lean tools value stream mapping, standardized work and 5S (housekeeping) may promote a sustainable implementation of lean in healthcare by the promotion of employees and managers’ working conditions and/or employee individual innovation. Visual follow-up boards may inhibit employees and managers’ job satisfaction, when not supported by job resources. Personnel stability, time for development, and information to be able to participate were in this context shown to be central job resources. In conclusion, conditions which may promote sustainable development in the public sector, when implementing lean are: stakeholder values of inclusive social well-being, an implementation process including stakeholder ownership and joint innovative learning, and a favorable lean context: balancing job resources and job demands. Lean tools may empower public healthcare employees to engage in development and counteract a poor implementation process and a poor lean context but only to a limited degree. The lean contexts studied were unfavorable, i.e., a weak implementation process and job resources not balancing the job demands. Hence, the lean implementations studied could not be considered sustainable.

Place, publisher, year, edition, pages
KTH Royal Institute of Technology, 2016. 72 p.
Series
TRITA-STH : report, ISSN 1653-3836 ; 2016:7
Keyword
Healthcare, participation, ownership, learning, clarity
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Technology and Health
Identifiers
urn:nbn:se:kth:diva-191550 (URN)978-91-7729-090-2 (ISBN)
External cooperation:
Public defence
2016-09-23, T52, Hälsovägen 11C, Huddinge, 10:15 (English)
Opponent
Supervisors
Funder
AFA Insurance, 100013
Note

QC 20160901

Available from: 2016-09-01 Created: 2016-09-01 Last updated: 2016-09-02Bibliographically approved

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