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The role of the physical layout in the implementation of lean management initiatives

The role of the physical layout in the implementation of lean management initiatives Purpose – The purpose of this paper is to investigate the impact of layout configurations in a hospital on the implementation of lean management initiatives, to include different units of care. The research concentrated on the impact, the physical distance between dependent units could have on staff perception, use of staff time, time spent in the system by patients, and performance. Design/methodology/approach – The research examined the relationship between clinical units allocated within Northampton General Hospital and their internal providers. In addition, an adapted version of the SERVPERF questionnaire was used to measure the quality perception of staff. Findings – The transit distances from each clinical unit to their internal providers have: a negative relationship with the staff quality provision of care; a positive relationship with the time the patient spends in the system; and no discernable direct correlation with performance. Practical implications – These findings will help hospital managers to understand the impact of the layout of a hospital on the implementation of service improvement activities, and will assist them in planning improved relocation of clinical units. This facilitates future service improvements whilst optimising the use of available and constrained resources within the present hospital facilities. Originality/value – The ideas and results presented in this study are original and valuable to the study of hospital layouts, services improvements and the implementation of lean operation initiatives and quality improvement programmes in hospitals. The study also successfully tested the application of SERVPERF in a hospital setting. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Lean Six Sigma Emerald Publishing

The role of the physical layout in the implementation of lean management initiatives

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References (45)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
2040-4166
DOI
10.1108/20401461111157204
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate the impact of layout configurations in a hospital on the implementation of lean management initiatives, to include different units of care. The research concentrated on the impact, the physical distance between dependent units could have on staff perception, use of staff time, time spent in the system by patients, and performance. Design/methodology/approach – The research examined the relationship between clinical units allocated within Northampton General Hospital and their internal providers. In addition, an adapted version of the SERVPERF questionnaire was used to measure the quality perception of staff. Findings – The transit distances from each clinical unit to their internal providers have: a negative relationship with the staff quality provision of care; a positive relationship with the time the patient spends in the system; and no discernable direct correlation with performance. Practical implications – These findings will help hospital managers to understand the impact of the layout of a hospital on the implementation of service improvement activities, and will assist them in planning improved relocation of clinical units. This facilitates future service improvements whilst optimising the use of available and constrained resources within the present hospital facilities. Originality/value – The ideas and results presented in this study are original and valuable to the study of hospital layouts, services improvements and the implementation of lean operation initiatives and quality improvement programmes in hospitals. The study also successfully tested the application of SERVPERF in a hospital setting.

Journal

International Journal of Lean Six Sigma – Emerald Publishing

Published: Aug 9, 2011

Keywords: Hospital layout; Lean management; Lean operations; Service strategy; Service quality; United Kingdom

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