• Tian Gao and Bruce Gurd.
• Planning and Finance Department, Jinan Central Hospital Affiliated with Shandong University, Jinan, 250013, China. gaoty001@mymail.unisa.edu.au.
• Bmc Health Serv Res. 2019 Jan 24; 19 (1): 66.

BackgroundThe purpose of this paper is to explore a change strategy for lean success in hospitals based on a comprehensive review of the Chinese literature.MethodsThe methodology is a systematic review of the Chinese literature which identified 212 case study papers about lean implementation. We did a thematic content analysis of the 212 papers.ResultsLean applications in Chinese hospitals show significant increases and are mainly used in the fields of outpatient services, operating rooms, pharmacy and logistics. Most hospitals applied lean as a single project but some were beginning to use lean as a systemic path for improvement with an emphasis on lean and strategy. The main goals were to increase the operating efficiency and reduce operating costs. Patients were not central to lean applications. Chinese hospitals appear to lack a full understanding of lean. Four factors appear to be critical for lean success - organizational leadership, adequate technology, stakeholder involvement and individual and organizational benefits. The relationship of these factors changes over time.ConclusionsThis is the first paper to provide a comprehensive view of lean application in Chinese hospitals. The findings presented in this paper provide a systemic evidence to the application of lean in healthcare.

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