Value-based lean implementation in a surgical unit: the impact of the methodology

Purpose This paper aims to present a method for strategic planning and implementation processes in health care based on lean management. Design/methodology/approach Within the framework of action research methodology, authors ten steps kaizen project, which enable transformation over period time. The study is underpinned by literature review enablers barriers an case tertiary hospital. Findings Key points possible contingency issues are presented each steps, successful tools intervention illustrated examples improvement projects surgical process. Conclusions establish roadmap hospital environments management, thus bridging existing gap between large number theoretical (much described not sustainable time as sector very particular) that have failed be implemented, or been paused mid-term, self-sustaining developed teams Originality/value details knowledge gleaned from three-year project entailing various stages: forming teams; training health-care professionals management; drawing up process map identify value stream mapping opportunities; implanting verifying results obtained; finally, laying cornerstones, would make open long-term continuous improvement.