Factors promoting value creation in lean management within public social and healthcare organisation

Abstract

Several public social and healthcare organisations have adopted Lean to address operational challenges. It is implemented in many ways, but to achieve good results, the culture should be transformed comprehensively. The organisation should understand what creates value and design service processes accordingly. In this study, value is understood as a positive change in well-being, which can occur at the individual, organisational, or societal level. This article is based on qualitative research, where interview data was collected from Lean-trained social and healthcare managers working in a public organisation aiming for a comprehensive Lean cultural change. The purpose of the study is to explore managers' views on value creation in Lean management. The results indicate that achieving customer value requires the creation of internal value within the organisation, and that a genuine cultural transformation necessitates management changes at both the organisational and individual levels.