title: Does lean muddy the quality improvement waters? A qualitative study of how a hospital management team understands lean in the context of quality improvement.
abstract: Health care has experimented with many different quality improvement (QI) approaches with greater variation in name than content. This has been dubbed pseudoinnovation. However, it could also be that the subtleties and differences are not clearly understood. To explore this further, the purpose of this study was to explore how hospital managers perceive lean in the context of QI.
  
  
  
  We used a qualitative study design with semi-structured interviews to explore twelve top managers' perceptions of the relationship between lean and quality improvement (QI) at a university-affiliated hospital.
  
  
  
  Managers described that QI and lean shared the same overall purpose: focus on patient needs and improve efficiency and effectiveness. Employee involvement was emphasized in both strategies, as well as the support offered by managers of staff initiatives. QI was perceived as a strategy that could support structural changes at the organizational level whereas lean was seen as applicable at the operational level. Moreover, lean carried a negative connotation, lacked the credibility of QI, and was perceived as a management fad.
  
  
  
  Aspects of QI and lean were misunderstood. In a context where lean remains an abstract term, and staff associate lean with automotive applications and cost reduction, it may be fruitful for managers to invest time and resources to develop a strategy for continual improvement and utilize vocabulary that resonates with health care staff. This could reduce the risk that improvement efforts are rejected out of hand.
authors.affiliation: Medical Management Centre, Department for Learning, Informatics, Ethics and Management, Karolinska Institutet, Tomtebodavägen 18A, SE-17177, Stockholm, Sweden. carl.savage@ki.se.
authors.forename: Carl
authors.identifier: 0000-0003-2836-903X
authors.initials: C
authors.lastname: Savage
authors.affiliation: Medical Management Centre, Department for Learning, Informatics, Ethics and Management, Karolinska Institutet, Tomtebodavägen 18A, SE-17177, Stockholm, Sweden.
authors.forename: Louise
authors.initials: L
authors.lastname: Parke
authors.affiliation: Medical Management Centre, Department for Learning, Informatics, Ethics and Management, Karolinska Institutet, Tomtebodavägen 18A, SE-17177, Stockholm, Sweden.
authors.forename: Mia
authors.initials: M
authors.lastname: von Knorring
authors.affiliation: Medical Management Centre, Department for Learning, Informatics, Ethics and Management, Karolinska Institutet, Tomtebodavägen 18A, SE-17177, Stockholm, Sweden.
authors.forename: Pamela
authors.initials: P
authors.lastname: Mazzocato
mesh_terms: D017598:Efficiency, Organizational; D005260:Female; D007722:Health Knowledge, Attitudes, Practice; D006740:Hospital Administrators / Q000523:psychology*; D006801:Humans; D007407:Interviews as Topic; D008297:Male; D036301:Qualitative Research; D058996:Quality Improvement / Q000458:organization & administration*; D017749:Total Quality Management / Q000379:methods*
keywords: Hospital; Lean; Management team; Pseudoinnovation; Qualitative study; Quality improvement