Lean healthcare in developing countries: evidence from Brazilian hospitals

• Published in: The International journal of health planning and management Vol. 32; no. 1; pp. e99 - e120
• Main Authors: Costa, Luana Bonome Message, Filho, Moacir Godinho, Rentes, Antonio Freitas, Bertani, Thiago Moreno, Mardegan, Ronaldo
• Format: Journal Article
• Language: English
• Published: England Wiley Subscription Services, Inc 01.01.2017
• Subjects: Barriers; Case studies; case study; Consultancy services; Consultants; Delivery of Health Care; Developing Countries; Efficiency, Organizational; Emergency Service, Hospital - standards; Finance; Health care; Health care management; Hospitals; LDCs; Lead; Lead time; lean healthcare; lean manufacturing; Mapping; Medical personnel; Organizational structure; Outsourcing; Productivity; Quality Improvement; Sustainability; Teams; Total Quality Management - methods; lean manufacturing; lean healthcare; developing countries; case study
• ISSN: 0749-6753; 1099-1751; 1099-1751
• DOI: 10.1002/hpm.2331

The present study evaluates how five sectors of two Brazilian hospitals have implemented lean healthcare concepts in their operations. The main characteristics of the implementation process are analyzed in the present study: the motivational factor for implementation, implementation time, form (consultancy or internal), team (hospital and consultants), lean implementation continuity/sustainability, lean healthcare tools and methods implemented, problems/improvement opportunities, lean healthcare barriers faced during the implementation process, and critical factors that affected the implementation and the results obtained in each case. The case studies indicate that reducing patient lead times and costs and making financial improvements were the primary factors that motivated lean healthcare implementation in the hospitals studied. Several tools and methods were used in the cases studied, especially value stream mapping and DMAIC. The barriers found in both hospitals are primarily associated with the human factor. Additionally, the results obtained after implementation were analyzed and improvements in financial aspects, productivity and capacity, and lead time reduction of the analyzed sectors were observed. Further, this study also exhibited four propositions elaborated from the results obtained from the cases that highlighted barriers and challenges to lean healthcare implementation in developing countries. Two of these barriers are hospital organizational structure (and, consequently, how the senior management works with medical staff), and outsourcing hospital activities. This study also concluded that the initialization and maintenance of lean healthcare implementation rely heavily on external support because lean healthcare subject knowledge is not yet available in the healthcare organization, which represents a challenge. Copyright © 2015 John Wiley & Sons, Ltd.