Jenei István

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István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration 6.3.10. Organisational structure .................................................................................................... 139 6.3.11. Organisational culture ....................................................................................................... 140 6.3.12. External support................................................................................................................. 145 7. SYNTHESIS OF THE RESEARCH RESULTS...................................................................................146 7.1. OBJECTIVES OF THE ORGANISATION, CUSTOMER VALUE, PERFORMANCE MEASUREMENT............. 146 7.2. EXTERNAL STAKEHOLDERS OF HOSPITALS.................................................................................... 148 7.3. THE HOSPITAL PROCESSES AND THEIR ERRORS.............................................................................. 148 7.4. THE CHANGES ............................................................................................................................... 152 7.5. OBJECTIVES AND SCOPE OF LEAN PROJECTS.................................................................................. 155 7.6. MANAGEMENT OF LEAN PROJECTS................................................................................................ 156 7.7. LEAN TOOLS.................................................................................................................................. 158 7.8. LEAN OUTCOMES .......................................................................................................................... 163 7.9. RESOURCES AND CAPABILITIES..................................................................................................... 170 7.10. ORGANISATIONAL STRUCTURE.................................................................................................... 170 7.11. ORGANISATIONAL CULTURE ....................................................................................................... 171 7.12. EXTERNAL SUPPORT.................................................................................................................... 173 8. SUMMARY ..............................................................................................................................................175 8.1. SCIENTIFIC RELEVANCE OF THE RESEARCH RESULTS..................................................................... 179 8.2. PRACTICAL RELEVANCE OF THE RESEARCH FINDINGS ................................................................... 180 8.3. FURTHER POTENTIAL DIRECTIONS OF RESEARCH........................................................................... 180 9. REFERENCES ........................................................................................................................................182 10. ANNEXES ..............................................................................................................................................191 10.1. MAIN EVENTS AND PUBLICATIONS RELATED TO LEAN ................................................................ 191 ............................................................................................................................................................ 191 10.2. LEAN „PRACTICES” ACCORDING TO BASIC RESEARCHES ............................................................. 192 10.3. LIST OF OWN PUBLICATIONS ON THE TOPIC ................................................................................. 193 10.3.1. Foreign-language publications .......................................................................................... 193 10.3.2. Hungarian-language publications...................................................................................... 193 - 3 -
István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration Table of Figures FIGURE 1: MAIN AND SUPPORTIVE PROCESSES IN HEATH CARE................................................................... 12 FIGURE 2: TOPICS OF THE DISSERTATION AND THEIR INTERRELATIONSHIPS................................................ 13 FIGURE 3: FRAMEWORK STRUCTURE TO UNDERSTAND THE LEAN............................................................... 20 FIGURE 4: COMPONENTS OF LEAN MANAGEMENT....................................................................................... 23 FIGURE 5: GDP-PROPORTIONATE EXPENDITURES OF THE OECD COUNTRIES, 1990 AND 2005................... 32 FIGURE 6: INTRA-HEALTH CARE ECONOMIC RELATIONSHIPS....................................................................... 43 FIGURE 7: DEVELOPMENT OF THE NUMBER OF PUBLICATIONS BY COUNTRY, 2002-2008............................ 46 FIGURE 8: TAXONOMY FOR LEAN HEALTHCARE LITERATURE AND THE NUMBER OF PUBLICATIONS BY CATEGORY ................................................................................................................................47 FIGURE 9: LEAN HOSPITAL PROCESSES: MAIN FACTORS, FACTOR-CATEGORIES AND THEIR INTERRELATIONSHIP, BASED ON THE RELEVANT BASIC LITERATURE ITEMS .............................. 62 FIGURE 10: DISTRIBUTION OF OCCURRENCES BY CATEGORY.................................................................... 100 FIGURE 11: MOST FREQUENTLY MENTIONED LEAN FACTORS IN THE RESEARCHED CASES ........................ 101 FIGURE 12: DISTRIBUTION OF STATEMENTS CONCERNING THE DEVELOPMENTS IMPLEMENTED AT ZMK, BY CATEGORY .............................................................................................................................. 113 FIGURE 13: FREQUENCY OF REFERENCES TO THE APPLIED ANALYTICAL AND STRUCTURING TOOLS......... 159 FIGURE 14: LEAN TOOLS BY OCCURRENCE FREQUENCY............................................................................ 160 FIGURE 15: FREQUENT AREAS OF POSITIVE OUTCOMES OF LEAN PROJECTS .............................................. 165 - 4 -
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Jenei István

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