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Sustainable Lean in psychiatry?: Assessment through socio-technical principles
KTH Royal Inst Technol, Dept Technol & Hlth, Stockholm, Sweden.;Linkoping Univ, HELIX Vinn Excellence Ctr, Linkoping, Sweden..
KTH Royal Inst Technol, Dept Technol & Hlth, Stockholm, Sweden..
Uppsala University, Disciplinary Domain of Medicine and Pharmacy, Faculty of Medicine, Department of Neuroscience, Psychiatry, University Hospital.
KTH Royal Inst Technol, Dept Technol & Hlth, Stockholm, Sweden.;Linkoping Univ, HELIX Vinn Excellence Ctr, Linkoping, Sweden..
2016 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 8, no 1, p. 53-71Article in journal (Refereed) Published
Abstract [en]

Purpose - This paper aims to identify conditions affecting sustainability of Lean implementations in Swedish psychiatric healthcare, from a socio-technical perspective. Design/methodology/approach - Longitudinal focus group interviews were conducted with 24 first-line managers within Swedish psychiatric healthcare. The analysis was made using Cherns' ten socio-technical principles and a framework for sustainable development work in healthcare. Findings - The most critical socio-technical principles for a sustainable Lean implementation were boundary location; power and authority; and compatibility. At hospital level, socio-technical principles were inhibited by the weak ownership of the Lean implementation. However, strong ownership at division level meant the same principles were supported. Unclear goals made follow-ups difficult which had negative effects on the learning processes in the Lean implementation. The role and responsibility of first-line managers were unclear in that they perceived they lacked power and authority resulting in negative effects on the participation - an important sustainability concept. Originality/value - Empirically based papers assessing Lean implementations in psychiatry are rare. This study is a contribution to the research area of sustainable Lean implementations in healthcare. The practical implication of this study is that decision makers, senior managers, first-line managers and psychiatrists can be supported in reaching sustainable implementations of Lean.

Place, publisher, year, edition, pages
2016. Vol. 8, no 1, p. 53-71
Keywords [en]
Healthcare, Learning, Participation, First-line managers, Role clarity, Scandinavian
National Category
Psychiatry Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
URN: urn:nbn:se:uu:diva-340118DOI: 10.1108/IJQSS-07-2015-0056ISI: 000413089500004OAI: oai:DiVA.org:uu-340118DiVA, id: diva2:1178165
Available from: 2018-01-29 Created: 2018-01-29 Last updated: 2018-01-29Bibliographically approved

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