Research Article
Healthcare Engineering: A Lean Management Approach
Table 1
Summary of literature review on lean implementation.
| Area of research | Subarea | Authors |
| Key implementation success factors | Leadership skills and involvement | Achanga et al. [33] | Kundu and Manohar [34] | Aij [15] | Maijala et al. [35] | Doss and Orr [36] | Najem et al. [37] | Hamid [38] | Steed [39] | Kumar et al. [40] | Vermaak [41] | Holistic implementation of lean | Bateman et al. [31] | Machado et al. [19] | Costa and Godinho Filho [28] | Parkhi and Suresh [29] | Guillebaud [30] | Poksinska et al. [25] | Employee involvement | Hamid [38] | | Harmon et al. [42] | Vermaak [41] | Organizational culture | Achanga et al. [33] | | Hamid [38] | Kundu and Manohar [34] | Kumar et al. [40] | Najem et al. [37] | Customer focus | Hamid [38] | Kumar et al. [40] |
| Implementations benefits achieved | Waste reduction, customer satisfaction, cycle time reduction, administrative benefits, employee satisfaction, better performance quality, etc. | Folinas and Faruna [43] | Papadopoulas [44] | Graban [8] | Rexhepi and Shrestha [45] | Kanamori et al. [18] | Shazali at al. [46] | Hussain and Malik [27] | Womack and Jones [16] |
| Enabelers and barriers | | Bateman et al. [31] | Manos et al. [20] | Costa and Godinho Filho [28] | Patri and Suresh [29] | Fillingham [20] | Radnor et al. [22] | Leite et al. [26] | Teich and Faddoul [24] |
| Success implementations | | Aij [15] | | Kovacevic et al. [13] | Mannon [14] |
| Failed implementations | | Fillingham [20] | Øvretveit [3] | Nembhard [4] | Shortell et al. [2] |
| Mixed results | | Barnabè et al. [9] | Maijala et al. [35] | D’Andreamatteo at al. [5] | Rees and Gauld [11] | de Souza [12] | Savage et al. [10] |
| Implementation framework | | Costa and Godinho Filho [28] | Hussain and Malik [27] | Dahlgaard et al. [47] | Shazali at al. [46] |
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