- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Purpose – The purpose of this paper is to discuss health services managers’ experiences of management in a special health-care unit and development efforts from the point of view of the Lean method. Additionally, the aim is to deepen the knowledge of the managers’ work and nature of the Lean method development processes in the workplace. The research focuses on those aspects and results of Lean method that are currently being used in health-care environments. Design/methodology/approach – These data were collected through a number of thematic interviews. The participants were nurse managers (n = 7) and medical managers (n = 7) who applied Lean management in their work at the University Hospital in the Northern Ostrobothnia Health Care District. The data were analysed with a qualitative content analysis. Findings – A common set of values in specialized health-care services, development of activities and challenges for management in the use of the Lean manager development model to improve personal management skills. Practical implications – Managers in specialized health-care services can develop and systematically manage with the help of the Lean method. This emphasizes assumptions, from the point of view of management, about systems development when the organization uses the Lean method. The research outcomes originate from specialized health-care settings in Finland in which the Lean method and its associated management principles have been implemented and applied to the delivery of health care. Originality/value – The study shows that the research results and in-depth knowledge on Lean method principles can be applied to health-care management and development processes. The research also describes health services managers’ experiences of using the Lean method. In the future, these results can be used to improve Lean management skills, identify personal professional competencies and develop skills required in development processes. Also, the research findings can be used in the training of health services managers in the health-care industry worldwide and to help them survive the pressure to change repeatedly.
Based on the research, we can say that the experience of the Lean method by health-care managers was mainly positive. In addition, the organizations studied were progressing in the application of the Lean method, which indicates that the Lean method is seen as suitable for daily work in health care and its development. The middle managers experience highlighted improved communication, greater operational efficiency, new tools for use in the workplace, as well as an increase in the discussion culture. On the basis of the experience of the managers, we can say that the Lean method is suitable for health care.
Features which have earlier received international criticism regarding the Lean method were also raised by the respondents in our survey. It is not possible to unequivocally measure and show that most of the positive experiences achieved by the method were actually due specifically to the activities in accordance with the method and the application of its various tools. However, the local managers felt that individual results can be achieved solely through the application of Lean tools. The research brings forth understanding and knowledge of managers experiences of the Lean method in Finnish health care. It emerged from this research study that a common set of values which respects human dignity developed due to the use of the method and was discernible as a common set of patient and workplace community values. The main objective of Lean methods is for an organization to develop a process-oriented management strategy without producing waste. Based on the results of this research, it is clear that managers experienced a lack of time for the implementation of Lean methods and physical structures limited the development of day-to-day functions as well. If the organization is not committed to the method, according to the interviews it will have little chance of success, given that the development policies require the allocation of resources for additional training, as well as the development of the relevant processes. This was reflected in interviews with concerns about how working time would be sufficient for all the development required.