Mostrar el registro sencillo del ítem

Elaboración del modelo estructural interpretativo para la identificación de factores claves en la implementación de Lean Healthcare en el contexto colombiano

dc.contributor.authorRuíz Orjuela, Erika Tatiana
dc.contributor.authorOrtiz Pimiento, Néstor Raúl
dc.contributor.authorCarreño, Diego Andrés
dc.date.accessioned2023-11-28T18:38:30Z
dc.date.available2023-11-28T18:38:30Z
dc.date.created2023-03-01
dc.identifier.issn1692-3324
dc.identifier.urihttp://hdl.handle.net/11407/8223
dc.descriptionThe Lean philosophy has demonstrated benefits in organizations of different business sectors through the elimination of waste and the generation of value; research conducted in this field has sought to identify the critical success factors for its implementation. The objective of this study is to understand the relationships between the factors of Health Care Providing Institutions in Colombia, through surveys with experts, and then classify them according to their power of influence and dependence using the Interpretative Structural Modelling- ISM methodology. The results of this research contribute to identifying the key factors for the implementation of Lean Healthcare in the Colombian context: Manage-ment commitment, management understanding, and employee training, and finally recommendations and future research work are presented.eng
dc.descriptionLa filosofía lean ha demostrado beneficios en organizaciones de diferentes sectores empresariales por medio de la eliminación de desperdicios y la generación de valor. Las investigaciones realizadas en este campo han buscado identificar los factores críticos de éxito para su implementación. El objetivo de este estudio es comprender las relaciones entre los factores de las Instituciones Prestadoras de Salud en Colombia. Para lograrlo, se realizaron encuestas a expertos y posteriormente se clasificaron estos factores según su poder de influencia y dependencia utilizando la metodología de Interpretative Structural Modelling- ISM. Los resultados de esta investigación contribuyen a identificar los factores claves para la implementación LeanHealthcare en el contexto colombiano: el com-promiso de la dirección, la comprensión de la dirección y la formación de los empleados. Por último, se presentan recomendaciones y futuros trabajos de investigación.spa
dc.formatPDF
dc.format.extentp. 1-18
dc.format.mediumElectrónico
dc.format.mimetypeapplication/pdf
dc.language.isospa
dc.publisherUniversidad de Medellín
dc.relation.ispartofseriesRevista Ingenierías Universidad de Medellín; Vol. 22 No. 42 (2023)
dc.relation.haspartRevista Ingenierías Universidad de Medellín; Vol. 22 Núm. 42 enero-junio 2023
dc.relation.urihttps://revistas.udem.edu.co/index.php/ingenierias/article/view/2410
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0*
dc.sourceRevista Ingenierías Universidad de Medellín; Vol. 22 No. 42 (2023): (enero-junio); 1-18
dc.subjectLean Healthcareeng
dc.subjectImplementationeng
dc.subjectCritical success factorseng
dc.subjectInterpretative structural model-ISM. MIC MACeng
dc.subjectLean Healthcarespa
dc.subjectImplementaciónspa
dc.subjectFactores críticos de éxitospa
dc.subjectModelo estructural interpretativo-ISM. MIC MACspa
dc.titleInterpretative structural model development for the identification of key factors for implementing Lean Healthcareeng
dc.titleElaboración del modelo estructural interpretativo para la identificación de factores claves en la implementación de Lean Healthcare en el contexto colombianospa
dc.typearticle
dc.identifier.doihttps://doi.org/10.22395/rium.v22n42a1
dc.relation.citationvolume22
dc.relation.citationissue42
dc.relation.citationstartpage1
dc.relation.citationendpage18
dc.audienceComunidad Universidad de Medellín
dc.publisher.facultyFacultad de Ingenierías
dc.coverageLat: 06 15 00 N degrees minutes Lat: 6.2500 decimal degreesLong: 075 36 00 W degrees minutes Long: -75.6000 decimal degrees
dc.publisher.placeMedellín
dc.relation.referencesS. Sahoo, “Lean practices and operational performance: the role of organizational culture”, International Journal of Quality & Reliability Management, vol. 39, n. ° 2, pp. 428-467, ene., 2021. https://doi.org/10.1108/ijqrm-03-2020-0067
dc.relation.referencesL. Brandao de Souza, “Trends and approaches in lean healthcare”, Leadership Health Services, vol. 22, n. º 2, pp. 121-139, may., 2009. https://doi.org/10.1108/17511870910953788
dc.relation.referencesA. Dixit, S. Routroy y S. K. Dubey, “A systematic literature review of healthcare supply chain and implications of future research”, International Journal of Pharmaceutical and Healthcare Marketing, vol. 13, n. ° 4, pp. 405-435, ene., 2019. https://doi.org/10.1108/IJPHM-05-2018-0028
dc.relation.referencesR. Bartnik y Y. Park, “Technological change, information processing and supply chain integration: A conceptual model,” Benchmarking: An International Journal, vol. 25, n. ° 5, pp. 1279-1301, 2018. https://doi.org/10.1108/BIJ-03-2016-0039
dc.relation.referencesH. A. Bahaitham, “A framework for quantifying sustainability of lean implementation in healthcare organizations”, Tesis doctoral, University of Central Florida, 2011. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4735
dc.relation.referencesK. M. Singh, R. Rajeev y S. Mahipal, “Just in time elements extraction and prioritization for health care unit using decision making approach”, International Journal of Quality & Reliability Management, vol. 36, n. ° 7, pp. 1243-1263, 2019.
dc.relation.referencesZ. J. Radnor, M. Holweg y J. Waring, “Lean in healthcare: the unfilled promise?”, Ciencias Sociales Med., vol. 74, n. ° 3, pp. 364-371, feb., 2012. https://pubmed.ncbi.nlm.nih.gov/21414703/
dc.relation.referencesL. C. Vermeulen, S. J. Beis y S. B. Cano, “Applying outcomes research in improving the medication-use process”, American Journal of Health-System Pharmacy, vol. 57, n. º 24, pp. 2277–2282, 2000. https://doi.org/10.1093/ajhp/57.24.2277
dc.relation.referencesC. R. Nicolay et al., “Systematic review of the application of quality improvement methodologies from the manufacturing industry to surgical healthcare”, British Journal of Surgery, vol. 99, n. ° 3, pp. 324-335, 2012. https://doi.org/10.1002/bjs.7803
dc.relation.referencesB. Poksinska, “The current state of Lean implementation in health care: literature review”, Qual Manag Health Care, vol. 19, n. ° 4, pp. 319-329, oct.-dic., 2010. https://pubmed.ncbi.nlm.nih.gov/20924253/
dc.relation.referencesD. K. Sobek II y M. Lang, “Lean Healthcare: Current State and Future Directions”, en Proceedings of the 2010 Industrial Engineering Research Conference, Cancun, Mexico, 2010.
dc.relation.referencesM. Graban, Lean hospitals: Improving quality, patient safety, and employee satisfaction. New York: Productivity Press, 2008.
dc.relation.referencesL. B. De Souza, “Trends and approaches in lean healthcare”, Leadership in Health Services, vol. 22, n. ° 2, pp. 121-139, 2009. https://doi.org/10.1108/17511870910953788
dc.relation.referencesO. M. Gelves Alarcón, E. del C. Navarro Romero y N. García Corrales, “Estado del arte y la técnica de las prácticas lean en instituciones de salud en América Latina: Revisión de Literatura”, Avances Investigación Ingeniería, vol. 19, n. ° 1, may., 2022. https://doi.org/10.18041/1794-4953/avances.1.7892
dc.relation.referencesI. Rozo, F. N. Díaz-Piraquive, L. Serrano, Revisión de literatura de prácticas para evaluar la calidad del servicio en instituciones de salud: Hacia un enfoque de Lean Healthcare. Medellín: Instituto Antioqueño de Investigación, 2018.
dc.relation.referencesN. O. Pimiento y H. C. Grass, “Modelo integrado de calidad Lean Healthcare ISO 9001 en el Departamento de Emergencias diseñado a partir de revisión de literatura Quality Integrated”, Researchgate.Net, n. ° August, 2016.
dc.relation.referencesV. Sharma, A. R. Dixit, M. A. Qadri y S. Kumar, “An interpretive hierarchical model for lean implementation in machine tool sector”, International Journal of Productivity and Quality Management, vol. 15, n. ° 3, pp. 38-406, abr., 2015. https://doi.org/10.1504/IJPQM.2015.068475
dc.relation.referencesM. D. Singh y R. Kant, “Knowledge management barriers: An interpretive structural modeling approach”, International Journal of Management Science and Engineering Management, vol. 3, n. ° 2, pp. 141-150, ene., 2008. https://doi.org/10.1080/17509653.2008.10671042
dc.relation.referencesD. Jones y J. Womack, Lean Thinking. Gestion 2000, 2005.
dc.relation.referencesS. A. Rooney y J. J. Rooney, “Lean Glossary”, Quality Progress., vol. 38, n. ° 6, pp. 41-47, jun., 2005.
dc.relation.referencesP. Mazzocato, C. Savage, M. Brommels, H. Aronsson y J. Thor, “Lean thinking in healthcare: a realist review of the literature”, Qual. Saf Health Care, vol. 19, n. ° 5, pp. 376-382, oct., 2010. https://pubmed.ncbi.nlm.nih.gov/20724397/
dc.relation.referencesW. S y H. AJ, “Making cars and making health care: a critical review”, The Medical journal of Australia., vol. 191, n. ° 1, pp. 28-29, 2009.
dc.relation.referencesZ. Radnor y R. Boaden, “Editorial: Lean in Public Services—Panacea or Paradox?”, Public Money & Management, vol. 28, n. ° 1, pp. 3-7, 2008.
dc.relation.referencesN. Westwood, M. J. Moore y M. Cooke, Going lean in the NHS. Institute for Innovation and Improvement, 2007. https://www.england.nhs.uk/improvement-hub/wp-content/uploads/sites/44/2017/11/Going-Lean-in-the-NHS.pdf
dc.relation.referencesV. Nabelsi y S. Gagnon, “Information technology strategy for a patient-oriented, lean, and agile integration of hospital pharmacy and medical equipment supply chains”, International Journal of Production Research, vol. 55, n. ° 14, pp. 3929-3945, dic., 2017. https://doi.org/10.1080/00207543.2016.1218082
dc.relation.referencesR. V. Sreedharan, V. M. Sunder y R. Raju, “Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma: A literature review and key findings”, Benchmarking: An International Journal, vol. 25, n. ° 9, pp. 3479-3504, 2018. https://doi.org/10.1108/BIJ-08-2017-0223
dc.relation.referencesB. Noori, “The critical success factors for successful lean implementation in hospitals”, International Journal of Productivity and Quality Management, vol. 15, n. ° 1, pp. 108-126, dic., 2015. https://doi.org/10.1504/IJPQM.2015.065987
dc.relation.referencesL. van Rossum, K. H. Aij, F. E. Simons, N. van der Eng y W. D. Ten Have, “Lean healthcare from a change management perspective”, Journal of Health Organization and Management, vol. 30, n. ° 3, pp. 475-493, may., 2016. https://doi.org/10.1108/JHOM-06-2014-0090
dc.relation.referencesM. I. Harrison et al., “Effects of organizational context on Lean implementation in five hospital systems”, Health Care Manage Rev., vol. 41, n. ° 2, pp. 127-144, abr.-jun., 2016.https://pubmed.ncbi.nlm.nih.gov/25539057/
dc.relation.referencesD. Hung, M. Martinez, M. Yakir y C. Gray, “Implementing a Lean Management System in Primary Care: Facilitators and Barriers From the Front Lines”, Qual Manag Health Care, vol. 24, n. ° 3, pp. 103-108, jul.-sep., 2015. https://pubmed.ncbi.nlm.nih.gov/26115057/
dc.relation.referencesC. V. Lukas et al., “Transformational change in health care systems: an organizational model”, Health Care Manage. Rev., vol. 32, n. ° 4, pp. 309-320, oct.-dic., 2007. https://pubmed.ncbi.lm.nih.gov/18075440/
dc.relation.referencesR. Patri y M. Suresh, “Factors influencing lean implementation in healthcare organizations: An ISM approach”, International Jpurnal of Healthcare Management, vol. 11, n. ° 1, pp. 1-13, mar., 2017. https://doi.org/10.1080/20479700.2010.1300380
dc.relation.referencesL. J. Damschroder, D. C. Aron, R. E. Keith, S. R. Kirsh, J. A. Alexander y J. C. Lowery, “Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science”, Implementation Science, vol. 4, n. ° 1, 2009. https://implementationscience.biomedcentral.com/articles/10.1186/1748-5908-4-50
dc.relation.referencesB. Zepeda, D. Tlapa, Y. Báez, J. Romero y A. Maldonado, “Factores y Herramientas Importantes en Lean Healthcare”, Academia Journals., 2015.
dc.relation.referencesE. A Giraldo Betancur, “Estudio sobre la aplicación de Lean Healthcare en el sector hospitalario en Medellín”, Tesis de pregrado, Universidad Eafit, Medellín, 2016. https://repository.eafit.edu.co/bitstream/handle/10784/9523/EmersonAndres_GiraldoBetancur_2016.pdf?sequence=2&isAllowed=y
dc.relation.referencesK. A. Lopez, M. O. Rubio, I. E. D. Forero y E. Molina, “Desarrollo de la metodología lean healthcare en el servicio de medicina interna de una institución hospitalaria de carácter público”, RIMCI, vol. 7, n. ° 13, ene., 2020. http://ojs.urepublicana.edu.co/index.php/ingenieria/article/view/569
dc.relation.referencesR. Attri, N. Dev y V. Sharma, “Interpretive Structural Modelling ( ISM ) approach : An Overview”, Research Journal of Management Sciences, vol. 2, n. ° 2, pp. 3-8, feb., 2013. http://www.isca.in/IJMS/Archive/v2/i2/2.ISCA-RJMS-2012-054.php
dc.relation.referencesJ. N. Warfield, “Developing Interconnection Matrices in Structural Modeling”, IEEE Transactions on Systems, Man, and Cybernetics, vol. SMC-4, n. ° 1, pp. 81-87, ene., 1974. https://ieeexplore.ieee.org/document/5408524
dc.relation.referencesJ. N. Warfield, The Mathematics of Structure. Ajar Publishing Company, 2003.
dc.relation.referencesA. P. Sage y T. J. Smith, “On group assessment of utility and worth attributes using interpretive structural modeling”, Computers & Electrical Engineering, vol. 4, n. ° 3, pp. 185-198, sep., 1977. https://doi.org/10.1016/0045-7906(77)90029-5
dc.relation.referencesN. Kumar, S. Kumar, A. Haleem y P. Gahlot, “Implementing lean manufacturing system: ISM approach”, Journal of Industrial Engineering and Man, vol. 6, n. ° 4, pp. 996-1012, 2013. http://dx.doi.org/10.3926/jiem.508
dc.relation.referencesR. Waller, “Contextual Relations and Mathematical Relations in Interpretive Structural Modeling”, IEEE Transactions on Systems, Man, and Cybernetics, vol. 10, no. 3, pp. 143-145, mar., 1980. https://ieeexplore.ieee.org/document/4308451
dc.relation.referencesH. D. Sharma y A. D. Gupta, “The objectives of waste management in India: A futures inquiry”, Technological Forecasting and Social Change, vol. 48, n. ° 3, pp. 285-309, mar., 1995. https://doi.org/10.1016/0040-1625(94)00066-6
dc.relation.referencesM. Malmbrandt y P. Åhlström, “An instrument for assessing lean service adoption”, International Journal of Operations & Production Management, vol. 33, n. ° 9, pp. 1131-1165, 2013. https://doi.org/10.1108/IJOPM-05-2011-0175
dc.relation.referencesB. Mathur et al., “Achieving Better Integration in Trauma Care Delivery in India: Insights from a Patient Survey”, Journal of Health Management., vol. 25, n. ° 1, pp. 603-626, 2017.
dc.rights.creativecommonsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.identifier.eissn2248-4094
dc.type.coarhttp://purl.org/coar/resource_type/c_6501
dc.type.versioninfo:eu-repo/semantics/publishedVersion
dc.type.localArtículo científico
dc.type.driverinfo:eu-repo/semantics/article
dc.identifier.reponamereponame:Repositorio Institucional Universidad de Medellín
dc.identifier.repourlrepourl:https://repository.udem.edu.co/
dc.identifier.instnameinstname:Universidad de Medellín


Ficheros en el ítem

Thumbnail

Este ítem aparece en la(s) siguiente(s) colección(ones)

Mostrar el registro sencillo del ítem

Attribution-NonCommercial-NoDerivatives 4.0 International
Excepto si se señala otra cosa, la licencia del ítem se describe como Attribution-NonCommercial-NoDerivatives 4.0 International