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Adapting a Lean leadership-training program within a health care organization through cocreation

Adapting a Lean leadership-training program within a health care organization through cocreation PurposeThe purpose of this paper is to describe and evaluate a Lean leadership-training program within the health-care sector. A training program developed through a cocreative process with the intent of enhancing the possibilities for a context-specific adaption of Lean.Design/methodology/approachA cocreated leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program.FindingsThe evaluation shows that the objectives of the training program were met, at least among the participants who attended the whole program. Using a cocreative process when developing and realizing a leadership-training program enhances the possibilities for an organization to adapt Lean to its own context. One condition for this approach to be successful is that the expectations of both the organization and the university need to be in focus through the whole process. In addition, the executive team needs to be continuously engaged and create conditions for the organization to realize the potential benefits of the training program.Originality/valueThis paper highlights the challenge when applying Lean in a health-care organization but also describes a way to address Lean training and learning in this context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality and Service Sciences Emerald Publishing

Adapting a Lean leadership-training program within a health care organization through cocreation

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1756-669X
DOI
10.1108/IJQSS-09-2019-0107
Publisher site
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Abstract

PurposeThe purpose of this paper is to describe and evaluate a Lean leadership-training program within the health-care sector. A training program developed through a cocreative process with the intent of enhancing the possibilities for a context-specific adaption of Lean.Design/methodology/approachA cocreated leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program.FindingsThe evaluation shows that the objectives of the training program were met, at least among the participants who attended the whole program. Using a cocreative process when developing and realizing a leadership-training program enhances the possibilities for an organization to adapt Lean to its own context. One condition for this approach to be successful is that the expectations of both the organization and the university need to be in focus through the whole process. In addition, the executive team needs to be continuously engaged and create conditions for the organization to realize the potential benefits of the training program.Originality/valueThis paper highlights the challenge when applying Lean in a health-care organization but also describes a way to address Lean training and learning in this context.

Journal

International Journal of Quality and Service Sciences – Emerald Publishing

Published: Feb 12, 2020

References

  • Readiness factors for lean implementation in healthcare settings – a literature review
  • Lean tools and lean transformation process in health care
  • Quality and lean health care: a system for assessing and improving the health of healthcare organisations
  • Differentiating leader and leadership development
  • The ‘releasing time to care – the productive ward’ programme: participants’ perspectives
  • Leadership development: a review in context
  • Exploring the barriers to lean healthcare implementation
  • Lean and Six Sigma in acute care: a systematic review of reviews