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A Conceptual Model for Evaluating Lean Enterprise Transformation

Vashi A, Urech TH, Lerner BN, Radwin LE, Asch SM, Charns MP. A Conceptual Model for Evaluating Lean Enterprise Transformation. Poster session presented at: Lean Healthcare Annual Academic Conference at Stanford; 2016 Sep 26; Stanford, CA.




Abstract:

Background: The Veterans Health Administration (VHA) is piloting a national program of Lean Enterprise Transformation (LET) to embed Lean principles, strategies, practices and behaviors in ten medical centers to improve healthcare quality and efficiency. Goals: To develop a conceptual model that will guide a mixed-methods, multi-site evaluation with the following aims: assess Lean initiatives, identify barriers and facilitators to Lean adoption, and determine if and how the LET program results in the transformation of key aspects of an organization. Methods: We developed an evaluation model that is a hybrid of two complementary conceptual models, both of which address the dynamics of change: the Lean Maturity Matrix and the Organization Transformation Model. Outcomes: Evaluations of multi-site Lean transformations are few and far between. Our first major challenge was to develop a conceptual model that could adequately assess improvements across sites that all take unique approaches to Lean. Our evaluation is guided by a framework with the following key drivers: Impetus to transform, Leadership Commitment to Quality, Organizational Culture, Informed Decision Making, Alignment, Communication, and Capability Development. This model will provide the VHA-as well as other large healthcare organizations-with systematic methods for evaluating Lean at the enterprise level in ways that respect the diversity of individual medical centers and health systems.





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