The promotion of BPM and lean in the health sector: main results

Abstract

Purpose Given the complexity and difficulties of the health sector, the question that this study attempts to answer is as follows: what are the main results of studies on business process management (BPM) and lean in the health sector? The purpose of this paper is to analyze the results of studies that address the promotion of BPM and lean in the health sector. Design/methodology/approach To conduct a survey of published studies using the BPM and lean approach in healthcare, a search was performed in the Scopus, Web of Science, and PubMed databases in two steps. The first step consisted of the collection and analysis of data related to the BPM approach in the health sector, based on a survey of published articles on this topic. The second step consisted of the collection and analysis of data related to the use of lean in the same sector, based on the survey of systematic reviews published in major databases. Findings The main results of the studies that address the promotion of BPM and lean in the health sector are as follows: a reduced length of hospitalization, increased patient satisfaction, increased patient efficiency and safety, a reduction in the time of notification of infection, help with organizational change, understanding the end-to-end process, increased motivation, understanding the importance of some handoffs for patient safety, improvements in quality indicators in the emergency department, and improvements in the organization’s focus on high-level processes. By contrast, a single study showed difficulties in promoting management focused on processes in which decisions are unique and difficult to model. Originality/value The results may help in the identification of research gaps in the promotion of BPM and lean healthcare and in the development of relevant research. In addition, by understanding how health organizations are promoting management focused on processes and the results obtained with this approach, managers from other organizations, especially in this sector, can reflect and develop similar actions that seek to improve the quality of services offered, increase productivity and customer satisfaction, and reduce costs, errors, and waiting times.