Examples of lean tools and methods used in healthcare
| Tools and methods used | No |
| Component I: methods to understand processes in order to identify and analyse problems | |
| Value stream mapping* 19 20 23 24 26 29–32 36 42 44 46–48 | 15 |
| Process mapping16–18 25 27 28 31 34 35 41 | 10 |
| 5 Whys16 18 22 34 35 43 46 | 7 |
| 5S16 26 42–45 | 6 |
| Specification of the ‘ideal’16 18 24 32 | 4 |
| Component II: methods to organise more effective and/or efficient processes | |
| Process orientation16–20 23–36 38–40 42–48 | 29 |
| Specification of ‘standard procedures’ with focus on waste elimination18 20 24 26 27 29 30 32 34 35 40 45–48 | 15 |
| Physical work setting redesign16 20 23 24 26 2828–31 35 44 45 | 12 |
| One-piece continuous flow16 25 29–32 39 43 44 | 9 |
| Kanban16 26 29 30 35 43 | 6 |
| 5S16 26 42–45 | 6 |
| Process streaming17 19 23 25 44 | 5 |
| Pull26 36 44 | 3 |
| Rapid changeover time27 | 1 |
| Workload balancing27 | 1 |
| Two-piece continuous flow20 | 1 |
| Work redesign17 and Multidisciplinary task training34 | 2 |
| Components III: methods to improve error detection, relay information to problem solvers, and prevent errors from causing harm | |
| Visual management16 22–24 26 28–30 32 35 38 40–46 | 18 |
| Enhance adherence to standard procedures27 29 32–34 39 40 45 46 48 | 10 |
| 5S16 26 42–45 | 6 |
| Patient safety alert system and ‘Stop the line’22 37 | 2 |
| Component IV: methods to manage change and solve problems with a scientific approach | |
| Team approach to problem solving and rapid process improvement events16 18–30 32 34 35 37 38 40 42–45 47 48 | 26 |
| A3 reporting system16 24 32 43 45 46 | 6 |
| Management system for rapid problem investigation (‘Go to gemba’)18 22 34 35 35 | 5 |
| Patient safety alert system and ‘Stop the line’22 37 | 2 |
↵* More about these lean associated terms can be found at http://www.ihi.org49 or in the articles cited.