ISSN: 2222-6990
Open access
Numbers of evidence have shown operational level in the healthcare sector is predicted to make some changes in operational performance that help to improve cost, quality, flexibility, efficiency, effectiveness and other measures of the organization. Further, the implementation of lean healthcare seen as one of the best practices to accelerate productivity growth and facilitated the organizations to eliminate waste. Moreover, it helps to have a better health outcomes, to reach efficiency and optimize resources by improving work processes in the organization. Therefore, the purpose of this study is to discuss the dimensions of operational performance and lean healthcare and hence, to review numerous article on the relationship between lean healthcare and operational performance in the healthcare sector.
Akerlof, G. A. (1970). "The Market for "Lemons": Quality Uncertainty and the Market Mechanism", Quarterly Journal of Economics, vol. 84, no. 3, pp. 488-500.
Alessandri, T., Cerrato, D., & Depperu, D. (2014). "Organizational slack, experience, and acquisition behavior across varying economic environments", Management Decision, vol. 56, no. 5, pp. 967-982.
Abdallah, A. (2014). Implementing quality initiatives in healthcare organizations: Drivers and challenges. International Journal of Health Care Quality Assurance, vol. 27, no. 3, pp. 166–181.
Aoun, M. (2015). The Mediating effect of Soft TQM on The Relationship Between Lean Practices and Innovation Skills in Labanese Hospitals. Universiti Utara Malaysia.
Andrea, C. (2013). Waste savings in patient transportation inside large hospitals using lean thinking tools and logistic solutions. Leadership in Health Services, 26(4), 356–367.
Burgess, N., & Radnor, Z. (2013). Evaluating lean in healthcare. International Journal of Health Care Quality Assurance, 26(3), 220–235.
Caballer-Tarazona, M., Moya-Clemente, I., Vivas-Consuelo, D., & Barrachina-Martínez, I. (2010). A model to measure the efficiency of hospital performance. Mathematical and Computer Modelling, vol. 52, no. 7-8, pp. 1095–1102.
Capkun, V., Messner, M., & Rissbacher, C. (2012). Service specialization and operational performance in hospitals. International Journal of Operations & Production Management, vol. 32, no. 4, pp. 468–495.
Chadha, R., Singh, A., & Kalra, J. (2015). Lean and queuing integration for the transformation of health care processes: A lean health care model. Clinical Governance: An International Journal, 17(3), 191–199.
Chang, S. J., Hsiao, H. C., Huang, L. H., & Chang, H. (2011). Taiwan quality indicator project and hospital productivity growth. Omega, vol. 39, no. 1, pp. 14–22.
Chavez, R., Gimenez, C., Fynes, B., Wiengarten, F., & Yu, W. (2013). Internal lean practices and operational performance. International Journal of Operations & Production Management, vol. 33, no. 5, pp. 562–588.
Chen, H.-C. (2013). Effects of Institutional Pressure and Dynamic Capabilities on Operational Performance of U.S Long-Term Healthcare Providers. May.
Cho, J. (2014). The Sequential Relationships among Operational Capabilities and Performance in Service Industry: An Empirical Study*. Seoul Journal of Business, vol. 20, no. 2, pp. 23–47.
Collins, C. G., & Joyce, P. (2008). Focus on quality in healthcare in Ireland. International Journal of Health Care Quality Assurance, vol. 21, no. 2, pp. 219–228.
Davis, P., Milne, B., Parker, K., Hider, P., Lay-Yee, R., Cumming, J., & Graham, P. (2013). Efficiency, effectiveness, equity (E3). Evaluating hospital performance in three dimensions. Health Policy, vol. 112, no. 1-2, pp. 19–27.
Department of Environment. (2009). Guidelines On The Handling and Management of Clinical Wastes In Malaysia.
Dey, P. K., Hariharan, S., & Clegg, B. T. (2006). Measuring the operational performance of intensive care units using the analytic hierarchy process approach. International Journal of Operations & Production Management, vol. 26, no. 8, pp. 849–865.
Economic Planning Unit. (2015c). Transforming Services Sector.
Elg, M., Broryd, P. K., & Kollberg, B. (2013). Performance measurement to drive improvements in healthcare practice. International Journal of Operations & Production Management, vol. 33.
Elshennawy, A. K., Bahaitham, H., & Furterer, S. (2012). Assessing Sustainability of Lean Implementation in Healthcare?: A Case Study Using the Lean Sustainability Assessment Framework ( LSAF ), 5(2).
Ezzeddine, A. M. (2006). Lean Indicators in Hospital/Healthcare Settings and the Role of Leadership in the Diffusion of Performance Improvement Strategies. Wayne State University, Detroit, Michigan.
Gares, D. (2011). The Relationship of Acute Inpatient Hospital Length of Stay and Patient Satisfaction. Medical University of South California.
Gomes, C. F., Yasin, M. M., & Yasin, Y
In-Text Citation: (Anuar, Saad, & Yusoff, 2018)
To Cite this Article: Anuar, A., Saad, R., & Yusoff, R. Z. (2018). Operational Performance and Lean Healthcare in the Healthcare Sector: Review on the Dimensions and Relationships. International Journal of Academic Research in Business and Social Sciences, 8(4), 275–290.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode