Facilitating Lean Learning and Behaviors in Hospitals During the Early Stages of Lean Implementation

Recently, a number of healthcare organizations have successfully used lean to help solve their quality and cost related problems; however, there is increasing evidence that success in achieving sustainable improvements is at least partially attributable to learning and behaviors associated with lean improvement efforts. This research examines the implementation process of the lean methodology designed to drive continuous improvement in three rural hospitals, focusing on healthcare professionals involved in the effort as lean participants. Quantitative and qualitative data are collected from intervention and control groups, and factor analysis is used to assess the learning and behavioral changes of hospital frontline professionals. As a result, insights and recommendations for facilitating lean thinking and behaviors during the first years of lean program implementation are provided.