Qualitative Analyse zu Lean Management im Gesundheitswesen: Sichtweisen österreichischer und Schweizer Experten

Abstract

Rationale, aims and objectivesThe hospital sector is under considerable pressure to change. On the one hand, demographic change plays an important role and, on the other hand, the rapid development of medicine and nursing care can be attributed to the pressure to change. The Lean Management concept, which originated in the automotive sector, represents a successful management method for meeting these growing challenges. The aim of this work therefore was to use interviews with experts from the healthcare sector to find out which leadership philosophy hospitals need in order to successfully implement the lean management approach in their organisational culture. MethodsA semi-qualitative approach was chosen as a survey instrument for the present study of the expert interviews. The interview guideline was divided into four categories: hospital management, knowledge, practice and implementation. Four experts were interviewed for approx. 45minutes each. All four interviewees are male and hold intermediate- or top-level management positions in a hospital. The evaluation method used is based on the content analysis according to Mayring. ResultsIn category 1, a high pressure for change was indicated. The reasons cited were different financing arrangements, changes in the framework and the unregulated flow of patients into the hospital. Managers in hospitals are not recruited for their management skills, but exclusively for their medical knowledge. Category 2 shows that managers in hospitals have never learned to lead or manage. The term ’Lean Management’ is sometimes interpreted differently. In category 3, the interviewees cited different reasons for implementing the lean management approach. Among other things, they see the possibility of increasing quality for the patient, employee satisfaction and safety. In category 4, it was confirmed that employees and management play a key role in implementation. In a hospital, the ‘patient-first’ approach should be prioritised. ConclusionA critical analysis of the results shows that implementing the lean management approach in a hospital will pose a major challenge. The functional, hierarchical structure as well as the understanding of leadership and the organizational culture are critical success factors.