Lost in translation: a case-study of the travel of lean thinking in a hospital

Table 1 Local enablers for lean improvement

Part of intervention	Context	Content	Application	Outcomes
Part of intervention	Situation and organisation	Characteristics of the intervention	Local delivery process	Results and maintenance
Reviewed pre-conditions	Experience	Adaption	Teamwork	Supportive culture
	Belief	Customer focus	Administrative support	Communication
	IT-systems	Training	Physicians	Holistic approach
	Competence	Resources	Management	Continuous improvement
	Alignment	Accurate data	Staff involvement	Measurement
	Vision			System-wide scope
	External support^a			System-wide scope
Local pre-conditions	Preparation	Bottom-up	Credibility	Compatible to professional values
	Need for change	Dedication to lean	Internal consultants	Data feedback
	Anchoring in management, department or staff	Process orientation	Group composition	Smooth transition
	Management structure support	Priority setting tool	Operational	Realism and patience
		Visual and simple, less resource demanding	Sufficient participation	Few, palpable measures
			Problem, not method focus	Follow-up structure

ISSN: 1472-6963