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Table 3 An overview of the Lean intervention parts implemented at the three units

From: Interactions between lean management and the psychosocial work environment in a hospital setting – a multi-method study

Lean intervention Ward-I Ward-II ED
Education/Training 2 days training for the whole staff by external consultant 2 days training for the whole staff by external consultant Only Lean coaches were trained by the hospital’s Quality Development Group
5S Executed with keen employee involvement Executed with the support of Lean coaches Executed with the support of Lean coaches
Value Stream Map Executed by Lean coaches including employee discussions Executed by Lean coaches Executed by the flow group
Continuous Improvement & Visual Management Executed through employee discussions and sustained Started by Lean coaches but couldn’t be sustained Planned by the flow group but couldn’t be implemented
Work Redesign A joint working station for physicians and nurses, nurse aides equipped with trolleys having laptops, colored magnets for patient status, patients seen one by one. One working station for physicians and nurses, nurse aides equipped with trolleys having laptops, colored magnets for patient status, patients seen one by one. One working station for physicians and nurses, one part-time junior physician now full-time, ECG machine stationed in preliminary care room, heart coordinator to admit patients from ED to wards
Teamwork 2 care teams; in each team, physicians and nurses started working in pairs 3 care teams; in each team, physicians and nurses started working in pairs Team for preliminary care consisting of a nurse and a junior physician led by a specialist