Attitudes of Landspitali`s managers toward Lean management

Abstract

This research aimed to gain insights into the current state of Lean management at Landspitali, the National University Hospital of Iceland. The Lean management methodology is defined as maximizing customer value with minimal cost. Landspitali initiated the implementation of the Lean management methodology in 2011, with the consulting firm McKinsey & Company providing support and guidance. The implementation focused on training and educating staff to allow managers to apply the methodology in their daily work. After 4 years of experience with the implementation, a study was conducted to explore managers’ attitudes toward Lean management. The study revealed a need for additional training and development for staff, and a training school was subsequently established to teach the main Lean management methods. The following research questions were posed in this study: (1) Have the attitudes of Landspitali’s managers toward Lean management changed with increased implementation? (2) What is the experience of Landspitali’s management with Lean management? (3) Do Landspitali’s managers feel they received adequate training and support for applying Lean management in their work? The research objective was to assess the perspectives of Landspitali’s managers regarding Lean management. The main findings of the research revealed that most managers were familiar with the Lean management methodology; however, they needed more confidence in its effectiveness. These findings could be attributed to insufficient information about the benefits of using Lean management. The results incentivize Landspitali and others to increase in-house motivation through knowledge and support for people.