Uma análise das barreiras e dificuldades em lean healthcare
DOI:
https://doi.org/10.14488/1676-1901.v17i2.2605Keywords:
Lean Healthcare. Barreiras. Dificuldades. Hospitais. Lean.Abstract
O Lean Healthcare tem se tornado uma tendência de investigação devido ao potencial de resultados que pode trazer para o contexto hospitalar. No entanto, a transposição dos conceitos Lean da manufatura para a saúde ainda encontra barreiras e dificuldades que não estão totalmente esclarecidas neste novo ambiente. Assim, esta pesquisa buscou responder ao seguinte questionamento: quais as barreiras e dificuldades enfrentadas por acadêmicos e praticantes do Lean Healthcare durante tentativas de melhoria de processos hospitalares? Entrevistas semiestruturadas foram realizadas com três acadêmicos e dois praticantes do assunto, juntamente com seis rodadas de observações participantes em dois hospitais de grande porte para a coleta de dados. Os resultados obtidos foram comparados com a literatura, mostrando diferentes níveis de similaridade e contrapontos, que podem estar atrelados a fatores de contexto e aos avanços na disseminação do Lean Healthcare. Foram revelados também outros três fatores que impactam na implementação do Lean na área da saúde, e que devem ser considerados: (i) Dificuldade de experimentação; (ii) Desequilíbrio na entrega de valor; e (iii) Abordagem inadequada. Através dos exemplos mostrados, espera-se contribuir com acadêmicos e praticantes do tema, evidenciando como diferentes fatores impactam nas tentativas de melhorias de processos hospitalares e como essas barreiras podem ser contornadas.Downloads
References
ACHANGA, P.; SHEHAB, E.; ROY, R.; NELDER, G. Critical success factors for lean implementation within SMEs. Journal of Manufacturing Technology Management, v. 17, n. 4, p. 460-471, 2006. http://dx.doi.org/10.1108/17410380610662889
AL-BALUSHI, S.; SOHAL, A.S.; SINGH, P.J.; AL HAJRI, A.; AL FARSI, Y.M.; AL ABRI, R. Readiness factors for lean implementation in healthcare settings –a literature review. Journal of Health Organization and Management, v. 28, n. 2, p. 135-153, 2014. http://dx.doi.org/10.1108/JHOM-04-2013-0083
AL OWAD, A.; KARIM, M.A.; MA, L. Integrated Lean Six Sigma Approach for Patient Flow Improvement in Hospital. Emergency Department. Research in Materials and Manufacturing Technologies, v. 835, p. 1893-1902, 2014. http://doi.org/10.4028/www.scientific.net/AMR.834-836.1893
ANDREAMATTEO, A.; IANNI, L.; LEGA, F.; SARGIACOMO, M. Lean in healthcare: a comprehensive review. Health Policy, in press. 2015. http://doi.org/10.1016/j.healthpol.2015.02.002
BHASIN, S. Prominent obstacles to lean. International Journal of Productivity and Performance Management, v. 61, n. 4, p. 403-425, 2012. http://www.emeraldinsight.com/doi/abs/10.1108/17410401211212661
BRANDÃO DE SOUZA, L. Trends and approaches in Lean Healthcare. Leadership in Health Services, v. 22, n. 2 2009, p. 121–139, 2009. http://www.emeraldinsight.com/doi/abs/10.1108/17511870910953788
BRANDÃO DE SOUZA, L.; PIDD, M. Exploring the barriers to lean health care implementation. Public Money & Managemen, v. 31, n. 1, p. 59-66, 2011. http://dx.doi.org/10.1080/09540962.2011.545548
BURGES, N.; RADNOR, Z. Evaluating lean in healthcare. International Journal of Health Care Quality Assurance, v. 26, n. 3, p. 220-235, 2013. http://dx.doi.org/10.1108/09526861311311418
BURGESS N, RADNOR Z. Service improvement in the English National health service: complexities and tensions. Journal of Management & Organization, v. 18, n. 5, p. 594-607, 2012. https://doi.org/10.1017/S1833367200000559
CASTALDI, M.; SUGANO, D.; KREPS, K.; CASSIDY, A.; KABAN, J. Lean philosophy and the public hospital. Perioperative Care and Operating Room Management, v. 3, p. 25-28. http://doi.org/10.1016/j.pcorm.2016.05.006
COPETTI, F.A.; SAURIN, T.A.; SOLIMAN, M. Gestão de barreiras na implantação da produção enxuta: um estudo no setor automobilístico. Revista Produção Online, v. 16, n. 1, p. 313-341, 2016. http://dx.doi.org/10.14488/1676-1901.v16i1.2157
DAVIS, J.; ADAMS, J. The ‘Releasing Time to Care – the Productive Ward’ programme: participants’ perspectives. Journal of Nursing Management, v. 20, n. 3, p. 354-360, 2012. http://doi.org/10.1111/j.1365-2834.2011.01266.x
DE CARVALHO, J.C.; RAMOS, M.; PAIXÃO, C. A lean case study in an oncological hospital: implementation of a telephone triage system in the emergency service. Risk Management and Healthcare Policy, v. 7, p. 1-10, 2014. http://doi.org/10.2147/RMHP.S49535
Doğan, N.Ö.; Unutulmaz, O. Lean production in healthcare: a simulation-based value stream mapping in the physical therapy and rehabilitation department of a public hospital. Total Quality Management & Business Excellence, p. 1-17, 2014. http://dx.doi.org/10.1080/14783363.2014.945312
DROTZ, E.; POKSINSKA, B. Lean in healthcare from employees’ perspectives. Journal of Health Organization and Management, v. 28, n. 2, p.177 – 195, 2014. http://dx.doi.org/10.1108/JHOM-03-2013-0066
EMILIANI, M.L. Supporting small businesses in their transition to lean production. Supply Chain Management: An International Journal, v. 5, n. 2, p. 66-71, 2000. http://dx.doi.org/10.1108/13598540010319975
GIJO, E.V.; ANTONY, J. Reducing Patient Waiting Time in Outpatient Department Using Lean Six Sigma Methodology. Quality and Reliability Engineering International, v. 30, n. 8, p. 1481-1491, 2014. http://doi.org/10.1002/qre.1552
GROVE, A.L.; MEREDITH, J.O.; MACINTYRE, M.; ANGELIS, J.; NEAILEY, K. UK health visiting: challenges faced during lean implementation. Leadership in Health Services, v. 23, n. 3, p. 204-218, 2010. http://dx.doi.org/10.1108/17511871011061037
HAENKE, R.; STICHLER, J.F.; Applying lean six sigma for innovative change to the post-anesthesia care unit. Journal of Nursing Administration, v. 45, n. 4, p. 185-187. 2015. http://10.1097/NNA.0000000000000181
HOLDEN, R.J. Lean thinking in emergency departments: a critical review. Annals of Emergency Medicine, v. 57, p. 265–278, 2011. http://dx.doi.org/10.1016/j.annemergmed.2010.08.001
HOLDEN, R.J.; ERIKSSON, A.; ANDREASSON, J.; WILLIAMSSON, A.; DELLVE, L. Healthcare workers' perceptions of lean: A context-sensitive, mixed methods study in three Swedish hospitals. Applied Ergonomics, v. 47, p. 181-192, 2015. http://doi.org/10.1016/j.apergo.2014.09.008
KAPLAN, G.S.; PATTERSON, S.H.; CHING, J.M.; BLACKMORE, C.C. Why lean doesn’t work for everyone? BMJ Quality & Safety, July, p. 1-4, 2014. http://dx.doi.org/10.1136/bmjqs-2014-003248
MORODIN, G.A.; FRANK, A.G.; TORTORELLA, G.L.; SAURIN, T.A. Contextual factors and Lean Production implementation in the Brazilian automotive supply chain. Supply Chain Management: An International Journal, v. 21, n. 4, p. 417-432. http://dx.doi.org/10.1108/SCM-05-2015-0170
MORROW, E.; ROBERT, G.; MABEN, J.; GRIFFITHS, P. Implementing large scale quality improvement: lessons from The Productive Ward: Releasing Time to CareTM. International Journal of Health Care Quality Assurance, v. 25, n. 4, p. 237-253, 2012. http://dx.doi.org/10.1108/09526861211221464
POKSINSKA B. The current state of Lean implementation in healthcare: literature review. Quality Management in Health Care, v. 19, n. 4, p. 319-329, 2010. http;//doi.org/10.1097/QMH.0b013e3181fa07bb
RADNOR. Z. Implementing lean in health care: making the link between the approach, readiness, and sustainability. International Journal of Industrial Engineering and Management, v. 2, n. 1, p. 1-12, 2011.
RADNOR, Z.J.; HOLWEG, M.; WARING, J. Lean in Healthcare: The unfilled promise? Social Science & Medicine, v. 74, p. 364-371, 2012. http://doi.org/10.1016/j.socscimed.2011.02.011
RADNOR; Z.; WALLEY, P. Learning to walk before we try to run: Adapting lean for the public sector. Public Money & Management, February, p. 13-20, 2008. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x
RINEHART, B. Applying lean principles in healthcare. Radiology Management, v. Suppl, p 19-29, 2013.
RODRIGUES, M.C.N.; PROVIDELLO, M.N.L.; BAGNO, R.B. A influência da engenharia de produção nos serviços de atendimento à saúde: estudo bibliométrico focado em técnicas operacionais. Revista Produção Online, v. 16, n. 1, p. 242-262, 2016. http://dx.doi.org/10.14488/1676-1901.v16i1.2088
SIM, K.L.; ROGERS, J.W. Implementing lean production systems: barriers to change. Management Research News, v. 32, n. 1, p. 37-49, 2009.
http://dx.doi.org/10.1108/01409170910922014
TEICH, S.T.; FADDOUL, F.F. Lean management – The journey from Toyota to Healthcare. Rambam Maimonides Medical Journal, v. 4, n. 2, p. 1-9, 2013. https://dx.doi.org/10.5041%2FRMMJ.10107
TEGNER, M.G.; LIMA, P.N.; VEIT, D.R.; NETO, S.L.H.C. Lean office e BPM: proposição e aplicação de método para a redução de desperdícios em áreas administrativas. Revista Produção Online, v. 16, n. 3, p. 1007-1032. http://dx.doi.org/10.14488/1676-1901.v16i3.2308
WOMACK, J.P.; JONES, D.T.; ROOS, D. A máquina que mudou o mundo. Rio de Janeiro. Editora Campus. 2004.
YOUNG, T.P.; MCCLEAN, S.I. A critical look at lean thinking in healthcare. Quality & Safety in Health Care, v. 17, p. 382-386, 2008. https://doi.org/10.1136/qshc.2006.020131
Published
How to Cite
Issue
Section
License
The Journal reserves the right to make spelling and grammatical changes, aiming to keep a default language, respecting, however, the style of the authors.
The published work is responsibility of the (s) author (s), while the Revista Produção Online is only responsible for the evaluation of the paper. The Revista Produção Online is not responsible for any violations of Law No. 9.610 / 1998, the Copyright Act.
The journal allows the authors to keep the copyright of accepted articles, without restrictions
This work is licensed under a Creative Commons License .