Evaluating a lean healthcare transition in a radiotherapy clinic

Abstract

Effects of a lean management transition were extensively evaluated in a radiotherapy setting, with a special focus on quality, safety and efficiency of care. A radiotherapy institute was followed from 2010 to 2014 in their journey towards a lean healthcare organization. The studied organization combined specific interventions (lean tools), which addressed the clinical processes with a generic approach focusing on the organizations' structure and cultural elements. Effects were evaluated using a mixed method approach. Quantitative results were interpreted with qualitative data from structured interviews. Positive effects on waiting (process) times, reported safety incidents, safety & improvement culture, job satisfaction, absenteeism, and commitment to change were measured. However, the question remains if these first successes can motivate professionals to realize substantial and sustainable improvements in the quality of care. Although many professionals share the opinion that quality of care should be improved, creating sustainable change is a continuous struggle, and asks determination and perseverance to a long term vision. Lean management seems a promising strategy, helping healthcare management to create the road to improvement.