title: Why Lean doesn't work for everyone.
abstract: Popularisation of Lean in healthcare has led to emphasis on Lean quality improvement tools in isolation, with inconsistent results. We argue that delivery of safer, more efficient, and higher quality-patient focused care requires organisational transformation of which the Lean toolkit is only one component. To successfully facilitate system transformation toward higher quality care at lower cost, Lean tools must be part of a comprehensive management system, within a supportive institutional culture, and with committed leadership.
authors: Virginia Mason Health System, Seattle, Washington, USA.
authors: Gary S
authors: GS
authors: Kaplan
authors: Virginia Mason Medical Center, Seattle, Washington, USA.
authors: Sarah H
authors: SH
authors: Patterson
authors: Virginia Mason Medical Center, Seattle, Washington, USA.
authors: Joan M
authors: JM
authors: Ching
authors: Center for Health Services Research, Virginia Mason Medical Center, Seattle, Washington, USA.
authors: C Craig
authors: CC
authors: Blackmore
mesh_terms: D017598:Efficiency, Organizational; D006801:Humans; D007857:Leadership; D015279:Organizational Culture; D009936:Organizational Innovation; D018802:Patient-Centered Care / Q000458:organization & administration*; D058996:Quality Improvement; D017749:Total Quality Management
keywords: Healthcare quality improvement; Lean management; Organizational theory