Aidan Walsh
Waterford Institute of Technology
Aidan Walsh is a Lecturer in Managements Studies in the School of Business at Waterford Institute of Technology. Aidan is currently undertaking PhD research investigating managerial competencies in Lean healthcare settings under the supervision of Prof. Peter Hines and Prof. Denis Harrington at Waterford Institute of Technology.
The global healthcare sector is characterised by challenging trends including escalating costs, increased incidence of chronic illnesses, aging populations, and greater urbanisation, all leading to higher rates of many... [ view full abstract ]
The global healthcare sector is characterised by challenging trends including escalating costs, increased incidence of chronic illnesses, aging populations, and greater urbanisation, all leading to higher rates of many blood-born, infectious, and pollution-related illnesses (Atallah et al., 2012). The Irish healthcare system faces challenges similar to those previously outlined, including significantly reduced budgets; long waiting lists; capacity deficits; an ageing population; and a significant growth in the incidence of chronic illness (Department of Health, 2012). In light of these challenges there has been a growing significance of the application of Lean in healthcare from 2000 onwards (de Souza, 2009; Pokinksa, 2010; d’Andreamatteo, 2015).
However, although many studies have reported benefits accruing from Lean implementation in healthcare, recent accounts have expressed concerns. McIntosh et al. (2014) have reported mixed findings regarding Lean implementation in healthcare and have questioned the general applicability of Lean in healthcare. D’Andreamatteo et al. (2015) comment that much of the literature is based upon studies that are self-reported and may be biased towards success. Moraros et al. (2016) report that evidence to date suggests that Lean interventions do not lead to quality improvement in healthcare and call for more research to greater evaluate the impact and effectiveness of Lean in healthcare settings.
There is limited research relating to the application of Lean thinking to healthcare in Ireland. However some studies indicate positive outcomes (Laureani et al., 2012; Ryan et al., 2013; White et al., 2013). It appears that a key challenge lies in sustaining Lean improvements once improvements have been achieved. Brackett et al. (2013) suggest that more research needs to be conducted regarding the sustainability of Lean initiatives. This paper will address a lack of research regarding managing Lean implementations in healthcare, and specifically examine the application of Lean in an Irish healthcare context.
In healthcare, competency-based assessment and development are established practices for professional development in the administration of medicine and treatment by physicians and nurses. Previous research studies (Shewchuk et al., 2005; Calhoun et al., 2008; Garman and Scribner, 2011; Clarke et al., 2004; Riley et al., 2012) have also explored the use of competencies in healthcare management education and practice. Emiliani (2003) questions the suitability of leadership competency models based on conventional management practice in a Lean context. However there is limited research on the use of competency models in a Lean healthcare context.
This paper reviews both literature on competency, and literature on Lean implementation in healthcare with a view to positing a case for the development and application of a managerial competency model in a Lean healthcare context. The review of the literature that is discussed in this paper is the foundation for an exploratory study that will investigate the managerial competencies required to successfully manage Lean improvement initiatives in an Irish Healthcare context. This research intends to make a contribution to existing strategic human resource development practices in healthcare by developing a managerial competency model that provides essential guidance for the managerial resourcing of Lean improvement initiatives in Irish healthcare.
