How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership
Waste in research has been well documented, but initiatives to reduce it are scarce. Here, we share our initial experiences of implementing Lean thinking and visual management into hospital research units in the Region of Southern Denmark. A Transformation Guiding Team (TGT) anchored in the top mana...
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| Format: | Article |
| Language: | English |
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BMJ Publishing Group
2022-06-01
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| Series: | BMJ Open |
| Online Access: | https://bmjopen.bmj.com/content/12/6/e058179.full |
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| author | Annmarie Touborg Lassen Jesper Ryg Torben Knudsen Vibeke Andersen Torkell Ellingsen Mohammad Naghavi-Behzad Anna-Marie Bloch Münster Aleksander Krag Tahir Masud Oke Gerke Kim Brixen Kirsten Kyvik Kristian Kidholm Malene Grubbe Hildebrandt Jørgen Ejler Pedersen Henrik J Ditzel Annette Langhoff Gert Nielsen |
| author_facet | Annmarie Touborg Lassen Jesper Ryg Torben Knudsen Vibeke Andersen Torkell Ellingsen Mohammad Naghavi-Behzad Anna-Marie Bloch Münster Aleksander Krag Tahir Masud Oke Gerke Kim Brixen Kirsten Kyvik Kristian Kidholm Malene Grubbe Hildebrandt Jørgen Ejler Pedersen Henrik J Ditzel Annette Langhoff Gert Nielsen |
| author_sort | Annmarie Touborg Lassen |
| collection | DOAJ |
| description | Waste in research has been well documented, but initiatives to reduce it are scarce. Here, we share our initial experiences of implementing Lean thinking and visual management into hospital research units in the Region of Southern Denmark. A Transformation Guiding Team (TGT) anchored in the top management was established with participation from leaders, researchers and patient representatives. The role of the TGT was to implement Lean methods, considering patients as primary end-users of the research results. This is in line with an explicit decision on setting patient values first in clinical settings at participating hospitals. The leaders of the research units were instructed in Lean thinking and Lean methods during a five-module course focusing on increasing value and reducing waste in research production. Initial experiences were that Lean tools could create a patient-centred vision that through visual management could identify waste in work processes. Concerns were lack of evidence for using Lean methods in research leadership and that the model itself could be a time consumer. Some lessons learnt were that adding Lean tools in research leadership should not just provide increased research productivity, but also improve other important key performance indicators such as quality of research and patient-relevant results. We intend to evaluate the value of the initiative by follow-up research and publish the outcome of key behavioural and key performance indicators. |
| format | Article |
| id | doaj-art-1ab9980de7e64a0382c8fa0e07b1ecc0 |
| institution | Kabale University |
| issn | 2044-6055 |
| language | English |
| publishDate | 2022-06-01 |
| publisher | BMJ Publishing Group |
| record_format | Article |
| series | BMJ Open |
| spelling | doaj-art-1ab9980de7e64a0382c8fa0e07b1ecc02025-01-24T20:40:08ZengBMJ Publishing GroupBMJ Open2044-60552022-06-0112610.1136/bmjopen-2021-058179How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadershipAnnmarie Touborg Lassen0Jesper Ryg1Torben Knudsen2Vibeke Andersen3Torkell Ellingsen4Mohammad Naghavi-Behzad5Anna-Marie Bloch Münster6Aleksander Krag7Tahir Masud8Oke Gerke9Kim Brixen10Kirsten Kyvik11Kristian Kidholm12Malene Grubbe Hildebrandt13Jørgen Ejler Pedersen14Henrik J Ditzel15Annette Langhoff16Gert Nielsen17Department of Clinical Research, University of Southern Denmark, Odense, Denmark4 Department of Geriatric Medicine, Odense University Hospital, Clinical Institute, University of Southern Denmark, Odense, DenmarkDepartment of Gastroenterology, Southwest Jutland Hospital, Esbjerg, DenmarkDepartment of Regional Health Research, University of Southern Denmark, Odense, Denmark2 Research Unit of Rheumatology, Department of Clinical Research, University of Southern Denmark, Odense University Hospital, Odense, DenmarkDepartment of Nuclear Medicine, Odense University Hospital, Odense, DenmarkDepartment of Managment, Southwest Jutland Hospital, Esbjerg, Denmark29 Department of Gastroenterology, Odense University Hospital, University of Southern Denmark, Odense, Denmark1University of NottinghamDepartment of Nuclear Medicine, Odense University Hospital, Odense, Denmark3 Board of Direction, Odense University Hospital, Odense, Syddanmark, DenmarkInstitute of Regional Health Research, University of Southern Denmark, Odense, DenmarkCentre for Innovative Medical Technology, Odense University Hospital, Odense, DenmarkDepartment of Nuclear Medicine, Odense University Hospital, Odense, DenmarkDepartment of Quality and Patient Collaboration, Odense University Hospital, Odense, DenmarkDepartment of Cancer and Inflammation Research, Institute for Molecular Medicine, University of Southern Denmark, Odense, DenmarkThe Research Committee, Odense University Hospital, Odense, DenmarkThe Research Committee, Odense University Hospital, Odense, DenmarkWaste in research has been well documented, but initiatives to reduce it are scarce. Here, we share our initial experiences of implementing Lean thinking and visual management into hospital research units in the Region of Southern Denmark. A Transformation Guiding Team (TGT) anchored in the top management was established with participation from leaders, researchers and patient representatives. The role of the TGT was to implement Lean methods, considering patients as primary end-users of the research results. This is in line with an explicit decision on setting patient values first in clinical settings at participating hospitals. The leaders of the research units were instructed in Lean thinking and Lean methods during a five-module course focusing on increasing value and reducing waste in research production. Initial experiences were that Lean tools could create a patient-centred vision that through visual management could identify waste in work processes. Concerns were lack of evidence for using Lean methods in research leadership and that the model itself could be a time consumer. Some lessons learnt were that adding Lean tools in research leadership should not just provide increased research productivity, but also improve other important key performance indicators such as quality of research and patient-relevant results. We intend to evaluate the value of the initiative by follow-up research and publish the outcome of key behavioural and key performance indicators.https://bmjopen.bmj.com/content/12/6/e058179.full |
| spellingShingle | Annmarie Touborg Lassen Jesper Ryg Torben Knudsen Vibeke Andersen Torkell Ellingsen Mohammad Naghavi-Behzad Anna-Marie Bloch Münster Aleksander Krag Tahir Masud Oke Gerke Kim Brixen Kirsten Kyvik Kristian Kidholm Malene Grubbe Hildebrandt Jørgen Ejler Pedersen Henrik J Ditzel Annette Langhoff Gert Nielsen How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership BMJ Open |
| title | How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership |
| title_full | How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership |
| title_fullStr | How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership |
| title_full_unstemmed | How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership |
| title_short | How to increase value and reduce waste in research: initial experiences of applying Lean thinking and visual management in research leadership |
| title_sort | how to increase value and reduce waste in research initial experiences of applying lean thinking and visual management in research leadership |
| url | https://bmjopen.bmj.com/content/12/6/e058179.full |
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