mdh.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
How visual management for continuous improvement might guide and affect hospital staff: A case study
Karolinska Institutet, Stockholm, Sweden.
Mälardalen University, School of Health, Care and Social Welfare, Health and Welfare. Karolinska Institutet; Stockholm University, Stockholm, Sweden.ORCID iD: 0000-0002-4771-8349
Stockholm University, Stockholm, Sweden.
Karolinska Institutet, Stockholm, Sweden.
Show others and affiliations
2015 (English)In: Quality Management in Health Care, ISSN 1063-8628, E-ISSN 1550-5154, Vol. 24, no 4, p. 222-228Article in journal (Refereed) Published
Abstract [en]

Visual management (VM) tools such as whiteboards, often employed in Lean thinking applications, are intended to be helpful in improving work processes in different industries including health care. It remains unclear, however, how VM is actually applied in health care Lean interventions and how it might influence the clinical staff. We therefore examined how Lean-inspired VM using whiteboards for continuous improvement efforts related to the hospital staff's work and collaboration. Within a case study design, we combined semistructured interviews, nonparticipant observations, and photography on 2 cardiology wards. The fate of VM differed between the 2 wards; in one, it was well received by the staff and enhanced continuous improvement efforts, whereas in the other ward, it was not perceived to fit in the work flow or to make enough sense in order to be sustained. Visual management may enable the staff and managers to allow communication across time and facilitate teamwork by enabling the inclusion of team members who are not present simultaneously; however, its adoption and value seem contingent on finding a good fit with the local context. A combination of continuous improvement and VM may be helpful in keeping the staff engaged in the change process in the long run. 

Place, publisher, year, edition, pages
Lippincott Williams and Wilkins , 2015. Vol. 24, no 4, p. 222-228
Keywords [en]
Hospital wards, Lean management, Organizational case studies, Whiteboards
National Category
Work Sciences
Identifiers
URN: urn:nbn:se:mdh:diva-45685DOI: 10.1097/QMH.0000000000000073Scopus ID: 2-s2.0-84943384943OAI: oai:DiVA.org:mdh-45685DiVA, id: diva2:1364873
Available from: 2019-10-22 Created: 2019-10-22 Last updated: 2019-10-22Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

von Thiele Schwarz, Ulrica

Search in DiVA

By author/editor
von Thiele Schwarz, Ulrica
By organisation
Health and Welfare
In the same journal
Quality Management in Health Care
Work Sciences

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf