New Evidence of Lean Leadership in Healthcare Institutions
Keywords:
leadership, Quality management, attributes, Lean leadershipAbstract
The implementation of the Lean methodology in health processes requires leaders with certain attributes capable of introducing improvements in the quality of care. The objective of the work is to provide new empirical evidence of leadership attributes in leaders who implement the Lean methodology in healthcare processes not included in previous reviews. An integrative review was carried out. The search was carried out in MEDLINE through PubMed and Emerald to answer the review question: in health care processes, are there new empirical evidences about the principles and attributes of leaders who implement the Lean methodology? Leadership lean or leadership and attributes and healthcare were the words used in the search in the period 2017-2020 based on the inclusion criteria. The results were integrated to those previously published. The authors' ideas, concepts and definitions were preserved and respected. 423 articles were identified, selected eight that contributed to the final result. For each of the principles, new attributes were incorporated and others were interrelated with those described. The new attributes of Lean leadership made it possible to integrate them with those referred by Dombrowski and Mielke and by Aij and Teunissen to obtain better results in the processes of medical care in health institutions as well as an improvement in organizational development with more qualified professionals committed to a culture of quality improvement.Downloads
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2. Dombrowski U, Mielke A. Lean Leadership fundamental principles and their application. Procedia CIRP 7. 2013 [acceso 25/04/20205]:[about. 6 p.]. Disponible en: https://www.sciencedirect.com/science/article/pii/S221282711300303X
3. Organización Panamericana de la Salud. Indicadores básicos 2019: Tendencias de la salud en las Américas. Washington, D.C.: OPS. 2019. 2019 [acceso 25/04/2020]. Disponible en: http://iris.paho.org/xmlui/bitstream/handle/123456789/51543/9789275321287_spa.pdf?sequence=4&isAllowed=y
4. Ministerio de Salud Pública. Anuario Estadístico de Salud 2018. 2019 [acceso 25/04/2020]. Disponible en: http://files.sld.cu/bvscuba/files/2019/04/Anuario-Electr%C3%B3nico-Espa%C3%B1ol-2018-ed-2019-compressed.pdf
5. Carnota Lauzán O. El costo en salud y la corresponsabilidad clínica desde un enfoque gerencial. Revista Cubana de Salud Pública. 2010 [acceso 25/04/2020];36(3):[aprox. 21 p.]. Disponible en: https://www.redalyc.org/pdf/214/21416136006.pdf
6. Martin LD, Rampersad SE, Low DKW, Reed MA. Mejoramiento de los procesos en el quirófano mediante la aplicación de la metodología Lean de Toyota. Revista Colombiana de Anestiología. 2014 [acceso 30/10/2020];42(3):[aprox. 8 p.]. Disponible en: https://reader.elsevier.com/reader/sd/pii/S0120334714000598?token=7AAC931965D4B7D3FD5691E489FBB66954CF445C9905BD662855EBAB59AFAEECC488F0947B29FF3824913A288DDC6A41
7. Gao T, Gurd B. Organizational issues for the lean success in China: exploring a change strategy for lean success. BMC. Health Services Research. 2019 [acceso 25/04/2020];19(66):[about. 11 p.]. Disponible en: https://bmchealthservres.biomedcentral.com/track/pdf/10.1186/s12913-019-3907-6
8. Higgins JPT, Green S. Cochrane Handbook for Systematic Reviews of Interventions Version 5.1.0 The Cochrane Collaboration. 2011 [acceso 25/04/2020]. Disponible en: https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=2ahUKEwi65K7lyurlAhUH1qwKHbbWBwgQFjAAegQIAxAC&url=https%3A%2F%2Fes.cochrane.org%2Fsites%2Fes.cochrane.org%2Ffiles%2Fpublic%2Fuploads%2FManual_Cochrane_510_reduit.pdf&usg=AOvVaw0dyfh1wV4thsqXmv-f4CAw
9. Upskilling managers on how Lean and sustainability interrelate: The importance of knowledge in evolving an efficient organizational culture. Annals in Social Responsibility. 2019 [acceso 25/04/2020];5(2):[about. 3 p.]. Disponible en: https://doi.org/10.1108/ASR-08-2019-056
10. Stelson P, Hille J, Eseonu C, Doolen T. What drives continuous improvement project success in healthcare? Int J Healthcare Qual Assur. 2017 [acceso 25/04/2020];30(1):[about. 14 p.]. Disponible en: https://www.ncbi.nlm.nih.gov/pubmed/28105876
11. Bijl A, Ahaus K, Ruël G, Gemmel P, Meijboom B. Role of lean leadership in the lean maturity—second-order problem solving relationship: a mixed methods study. BMJ Open. 2019 [acceso 28/04/2020];9(6):[about. 7 p.]. Disponible en: https://bmjopen.bmj.com/content/9/6/e026737?int_source=trendmd&int_medium=cpc&int_campaign=usage-042019
12. Killaspy H, King M, Holloway F, Craig TJ, Cook S, Mundy T, et al. The rehabilitation effectiveness for activities for life (REAL) study: a national programme of research into NHS inpatient mental health rehabilitation services across England. Programme Grants Appl Res. 2017 Sep [acceso 28/04/2020];5(7):[about. 314 p.]. Disponible en: https://www.ncbi.nlm.nih.gov/books/NBK425139/
13. Vatankhah S, Alirezaei S, Khosravizadeh O, Mirbahaeddin SE, Alikhani M, Alipanah M, et al. Role of transformational leadership on employee productivity of teaching hospitals: using structural equation modeling. Electronic Physician. 2017 [acceso 28/04/2020];9(8):[about. 6 p.]. Disponible en: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5614281/
14. Fong Lee Y, McLaws ML, Meng Ong L, Amir Husin S, Hin Chua H, Yin Wong S, et. al. Hand hygiene - social network analysis of peer-identified and management-selected change agents. Antimicrobial Resistance and Infection Control. 2019 [acceso 28/04/2020];8 [about.7 p.]. Disponible en: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6883562/pdf/13756_2019_Article_644.pdf
15. Espinoza P, Peduzzi M, Agreli H, Sutherland MA. Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital. Human Resources for Health. 2018 Jun [acceso 2/03/2012]; 16(30):[about 12 p.]. Available from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6042408/pdf/12960_2018_Article_290.pdf
16. Fazal Zeeshan M, Raza U, Anwar S, Khan D, Abbas A, Sadiq N, et al. Public health education and health system needs in Pakistan: a mixed methods study. EMHJ. 2018 Sep [acceso 29/04/2020];24(9):[about. 10 p.]. Disponible en: https://apps.who.int/iris/bitstream/handle/10665/326795/EMHJ_24_9_2018.pdf#page=7
17. Farrington SM, Lillah R. Servant leadership and job satisfaction within private healthcare practices. Leadership in Health Services. 2019 [acceso 25/04/2020];32(1):[about. 20 p.]. Disponible en: https://www.emerald.com/insight/content/doi/10.1108/LHS-09-2017-0056/full/pdf?title=servant-leadership-and-job-satisfaction-within-private-healthcare-practices
18. Lewis LF, Wescott HD. Multi-Generational Workforce: Four Generations United in Lean. Journal of Business Studies Quarterly. 2017 [acceso 25/04/2020];8(3):[about. 14 p.]. Disponible en: https://www.researchgate.net/profile/Lorinda_Lewis4/publication/316160639_Multi-Generational_Workforce_Four_Generations_United_In_Lean/links/59cc1479aca272bb050c65b1/Multi-Generational-Workforce-Four-Generations-United-In-Lean.pdf
19. Ram Nath N. Thinking LEAN: The relevance of Gemba-Kaizen and visual assessment in collection management. 2017 [acceso 25/04/2020];8(3):[about. 14 p.]. Disponible en: https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1138&context=library_research
20. Anderson JB, Marstiller H, Shah K. Lean Thinking for Primary Care. Prim Care Clin Office Pract. 2019 [acceso 25/04/2020];46:[about. 12 p.]. Disponible en: https://www.clinicalkey.es/service/content/pdf/watermarked/1-s2.0-S0095454319300612.pdf?locale=es_ES&searchIndex=
21. Paraschivescu AO. Hoshin Kanri and Total Quality Management. Economy Transdisciplinarity Cognition. 2018 [acceso 25/04/2020];21(1):[about. 7 p.]. Disponible en: http://www.ugb.ro/Downloads/Info%20Studenti/20172018/etc2018no1/13_Paraschivescu_A.O..pdf
Published
2020-04-27
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Jorna Calixto AR, Véliz Martínez PL. New Evidence of Lean Leadership in Healthcare Institutions. INFODIR [Internet]. 2020 Apr. 27 [cited 2025 Sep. 17];(32). Available from: https://revinfodir.sld.cu/index.php/infodir/article/view/790
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