Table 2 The most important enablers for change, results from the questionnaire (n = 165)
From: Lost in translation: a case-study of the travel of lean thinking in a hospital
Context | Content | Application | Outcomes |
|---|---|---|---|
Management structure support | Customer focus | Team work | Few, palpable measures |
Organisational structural support, coordination and continuity | Include patient and workforce value creation and improvements | Multi-skilled and multi-disciplinary team collaboration including decision-making | Concrete, quick results and visual success-stories |
Vision | Bottom-up | Credibility | Realism and patience |
Targets of urgency and direction, but realistic, simple and practical solutions | Improvement suggestions from floor, voluntariness due to initiative | No bragging, trustworthiness, no camouflaged dismissals or cuts | Distinct mandate, demarcation, smaller projects, adjustments possible |
Need for change | Problem, not method focus | Internal consultants | Holistic approach |
Perceived need, potential for improvement | Lean as a meeting place | Project management skills, mentors and network | Lean as a entire value system, embracing every day improvement |