Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review

被引：32

作者：

Leggat, Sandra G. ^{[1
]}

Bartram, Timothy ^{[1
]}

Stanton, Pauline ^{[2
]}

Bamber, Greg J. ^{[3
]}

Sohal, Amrik S. ^{[3
]}

机构：

[1] La Trobe Univ, Bundoora, Vic 3086, Australia

[2] Victoria Univ, Melbourne, Vic 8001, Australia

[3] Monash Univ, Clayton, Vic 3800, Australia

来源：

PUBLIC MONEY & MANAGEMENT | 2015年 / 35卷 / 02期

基金：

澳大利亚研究理事会;

关键词：

six sigma; Lean; hospitals; process redesign; Health professionals; BUSINESS PROCESS REDESIGN; HEALTH-CARE; QUALITY IMPROVEMENT; 6; SIGMA; MANAGEMENT; OUTCOMES; CONTEXT;

D O I：

10.1080/09540962.2015.1007714

中图分类号：

F8 [财政、金融];

学科分类号：

0202 ;

摘要：

A systematic literature review identified 41 studies, including four reviews, reporting on process redesign interventions in hospitals. Success factors for the changes included mechanisms to facilitate participation throughout the process, clearly documented protocols and expectations for the health professionals which were supported by education, mechanisms to audit and provide feedback on behaviours and performance, as well as being able to hold the participating health professionals accountable. The success of process redesign methodologies is found to be highly dependent on these performance-based human resource management (HRM) practices.

引用

页码：161 / 168

页数：8

共 52 条

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Adams C., 2003, 6 SIGMA DEPLOYMENT

[2]

[Anonymous], 2003, LEAN THINKING

[3]

[Anonymous], 2008, Cochrane handbook for systematic reviews of interventions

[4]

Arnheiter E., 2005, The TQM Magazine, V17, P5, DOI [10.1108/09544780510573020, DOI 10.1108/09544780510573020]