Major barriers in Lean health care: an exploratory study in Uruguay

Abstract

Purpose This paper aims to outline the barriers in introducing Lean in health care and to asses which of these have a greater impact in the Uruguayan health-care sector. Design/methodology/approach To uncover the barriers hindering Lean health-care implementation, a literature review was undertaken. Once identified, first-hand information was obtained from managers and professionals involved in managerial activities who evaluated each of the difficulties using a Likert scale. Findings In total, 17 barriers to the implementation of Lean health care were identified. Survey results show that the highest scores correspond to “controllable” barriers, those which can be overcome, almost exclusively, by the organization willing to implement the program. Practical implications Managers need to understand and ascertain the existing barriers before implementing Lean if they want to develop strategies to mitigate them. Although the exploratory study was conducted in the Uruguayan health-care sector, it could be replicated elsewhere. Originality/value An exhaustive list of barriers was synthesized and was later assessed by managers in the Uruguayan context. This is an important first step that could help foresee obstacles and develop strategies prior future implementation.

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