www.uhasselt.be
DSpace

Document Server@UHasselt >
Research >
Research publications >

Please use this identifier to cite or link to this item: http://hdl.handle.net/1942/25885

Title: The effects of a lean transition on process times, patients and employees
Authors: Simons, Pascale
Backes, Huub
Bergs, Jochen
Emans, Davy
Johannesma, Madelon
Jacobs, Maria
Marneffe, Wim
Vandijck, Dominique M.
Issue Date: 2017
Citation: International journal of health care quality assurance, 30(2), p. 103-118
Abstract: Purpose – Treatment delays must be avoided, especially in oncology, to assure sustainable high-quality health care and increase the odds of survival. The purpose of this paper is to hypothesize that waiting times would decrease and patients and employees would benefit, when specific lean interventions are incorporated in an organizational improvement approach. Design/methodology/approach – In 2013, 15 lean interventions were initiated to improve flow in a single radiotherapy institute. Process/waiting times, patient satisfaction, safety, employee satisfaction, and absenteeism were evaluated using a mixed methods methodology (2010-2014). Data from databases, surveys, and interviews were analyzed by time series analysis, χ2, multi-level regression, and t-tests. Findings – Median waiting/process times improved from 20.2 days in 2012 to 16.3 days in 2014 ( po0.001). The percentage of palliative patients for which waiting times had exceeded Dutch national norms (ten days) improved from 35 (six months in 2012: pre-intervention) to 16 percent (six months in 2013-2014: post-intervention; po0.01), and the percentage exceeding national objectives (seven days) from 22 to 17 percent ( p¼ 0.44). For curative patients, exceeding of norms (28 days) improved from 17 (2012) to 8 percent (2013-2014: p¼ 0.05), and for the objectives (21 days) from 18 to 10 percent ( po0.01). Reported safety incidents decreased 47 percent from 2009 to 2014, whereas safety culture, awareness, and intention to solve problems improved. Employee satisfaction improved slightly, and absenteeism decreased from 4.6 (2010) to 2.7 percent (2014; po0.001). Originality/value – Combining specific lean interventions with an organizational improvement approach improved waiting times, patient safety, employee satisfaction, and absenteeism on the short term. Continuing evaluation of effects should study the improvements sustainability.
URI: http://hdl.handle.net/1942/25885
DOI: 10.1108/IJHCQA-08-2015-0106
ISI #: 000397242400002
ISSN: 0952-6862
Category: A1
Type: Journal Contribution
Appears in Collections: Research publications

Files in This Item:

Description SizeFormat
Published version350.73 kBAdobe PDF

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.