Kaiser Permanente: ILP – Annotated Bibliography 1
Kaiser Permanente: ILP – Annotated Bibliography
Liberty University
BUSI650 – Operations Management
Dr. Godson Mensah
April 14, 2024
Kaiser Permanente: ILP – Annotated Bibliography 2
Kaiser Permanente Key Concepts – Annotated Bibliography
Glover, W. J., Nissinboim, N., & Naveh, E. (2020). Examining innovation in hospital units: A
complex adaptive systems approach.3BMC Health Services Research,320(1), 554-
554.3https://doi.org/10.1186/s12913-020-05403-2
In this publishing, the authors conduct a study of 31 hospital units within a single hospital
using a complex adaptive systems (CAS) approach to examine the relationship between
complexity and said hospital units’ level of innovation. The study went on to note that
complexity within hospital teams/departments influences the level of innovation
performance. The study of complexity and innovation assist in a manner in which
innovation can be discussed as a value-added concept for Kaiser Permanente. As such,
the details of this article provide a tested hypothesis and a foundation of information that
further the discussion with healthcare providers and administrators (for Kaiser
Permanente) of how to structure the design of hospital units for more innovative
operations/results.
Hunter, R. B., Winston, F. K., Dehel, P., Oh, K., Nicklas, J., & Hartung, H. (2021). SPRINTing
to Innovation: Children’s Hospital of Philadelphia’s Strategic Approach to Discovering
Its Untapped Innovation Potential. Academic Medicine., 96(4), 534–539.
https://doi.org/10.1097/ACM.0000000000003852
The authors of this article discuss the examination of the impact and benefits gained by
the Children’s Hospital of Philadelphia’s efforts to enhance its innovation infrastructure
through the implementation of a program called SPRINT in 2015. This SPRINT program
was modeled around four (4) fundamental views: (1) small, dynamic, and attentive
project manager-led teams; (2) low barriers to entry; (3) emphasis on outreach; and (4)
Kaiser Permanente: ILP – Annotated Bibliography 3
fostering innovators. While this article discusses a benefit for innovation that will be
covered in the Integrative Learning Project on Kaiser Permanente, the implementation by
the Children’s Hospital of Philadelphia will provide support on the concept of
benchmarking to add value from industry best practices.
Żukowicka-Surma, A., & Fritzsche, A. (2023). Organisational support for healthcare innovation
in hospitals: Towards a commitment framework. Journal of General Management, 48(4),
355-369. https://doi.org/10.1177/03063070211070251
Here the authors of the article publish a study with the intent to document an equivocal
effect of medical professionalism as an institutional driver or restrainer in the healthcare
sector that may potentially affect innovation positively as well as negatively. By utilizing
Polish hospitals with this premise in mind, the authors went on to suggest a managerial
framework based in innovation action commitment to control the effects of
professionalism in healthcare. Base on the authors’ review of the historical relevance of
innovation in the healthcare industry, the article provides a level of importance for Kaiser
Permanente to recognize the need of continuous improvement of innovation.
Marsilio, M., Pisarra, M., Rubio, K., & Shortell, S. (2022). Lean adoption, implementation, and
outcomes in public hospitals: benchmarking the US and Italy health systems.3BMC health
services research,322(1), 122. https://doi.org/10.1186/s12913-022-07473-w
Due to the rising costs of health care, budget constraints in hospital operations, an aging
population, chronic diseases and increasing patient expectations, the authors found that
decision makers in the healthcare industry continuously explore methods to improve their
organization’s improvement, including lean management for transformational
performance improvement. The authors use this as a gateway to discuss the study
Kaiser Permanente: ILP – Annotated Bibliography 4
conducted on an international benchmarking comparison of Lean adoption,
implementation and outcomes between hospitals operating in the United States and Italy.
This study was advantageous in the understanding of how leveraging the adoption of a
lean management/production model by facilities in the same country and beyond national
borders can be valuable for Kaiser Permanente’s incorporation of the key concept. The
additional benchmarking aspects are available as the authors highlight the differences in
the healthcare systems in Italy and the United States that can present opportunities for
hospitals in varying systems (e.g., Kaiser Permanente of the United States leveraging
Italian practices).
Hibbert, P., Saeed, F., Taylor, N., Clay-Williams, R., Winata, T., Clay, C., Hussein, W., &
Braithwaite, J. (2020). Can benchmarking Australian hospitals for quality identify and
improve high and low performers? Disseminating research findings for
hospitals.3International journal for quality in health care : journal of the International
Society for Quality in Health Care,332(Supplement_1), 84–88.
https://doi.org/10.1093/intqhc/mzz109
In using the Deepening our Understanding of Quality in Australia (DUQuA) study and
DUQuA’s predecessor in Europe, the Deepening our Understanding of Quality
improvement in Europe (DUQuE), the authors of this article examine the principles of
benchmarking in healthcare and how this key concept can contribute to medical practice
improvement and improved health outcomes for medical patients. More specifically, the
authors review DUQuA and DUQuE in terms of their respective contributions to
benchmarking quality management systems and health results. This type of international
Kaiser Permanente: ILP – Annotated Bibliography 5
review gives credence to an Auditor’s recommendation of benchmarking for a benefit to
Kaiser Permanente’s members (e.g., patients)
Avikal, S., Singh, R., Barthwal, A., & Ram, M. (2023). COVID-19: A kano model and AHP-
based classification of3preventive activities under fuzzy environment.3The International
Journal of Quality & Reliability Management,3https://doi.org/10.1108/IJQRM-08-2022-
0243
In this publishing, the authors study historical efforts to prioritize COVID-19 preventive
measures like that of the Analytical Hierarchy Process (AHP). However, in reviewing the
studies, basic AHP was deemed insufficient for dealing with the uncertainty in COVID-
19 preventive literature, thus allowing the authors to explore the use of the Kano model to
find the categories of activities suggested by global and national health bodies based on
questionnaires filled out by doctors and health experts. What is also achieved and leads to
the primary relevance of the article is that it adds as a referencing support to the ILP for
Kaiser Permanente due in large part to the authors’ breakdown of the Kano model as a
solution technique.
de Vasconcelos, C. R., de Carvalho, R. S. M. C., de Melo, F. J. C., & de Medeiros, D. D. (2023).
Improving Quality in Public Health Service: An Integrated Approach to the Kano Model
and the Balanced Scorecard.3Journal of Nonprofit & Public Sector Marketing,335(2),
215–241. https://doi.org/10.1080/10495142.2022.2066598
The authors of this article utilize an investigation carried out in a Brazilian public hospital
deemed to be a pioneer in total quality programs. This investigation went on to suggest an
integrated approach to the Kano Model and the Balanced Scorecard (BSC) perspectives
for improving public hospital services. Per the authors, the completed investigation is
Kaiser Permanente: ILP – Annotated Bibliography 6
original as it developed a new approach that integrates the BSC and the Kano Model for
the context of health services allowing hospital public managers to assess a program’s
internal efforts to combat neglected diseases and improve patient adherence indicators for
treatment. By applying these efforts byway of the BSC and the Kano model, Kaiser
Permanente has to opportunity to expand its practices for its members.
Maughan, D. L. (2020). Applying the triple bottom line of sustainability to healthcare research—
a feasibility study. International Journal for Quality in Health Care., 32(1), 48–53.
https://doi.org/10.1093/intqhc/mzz049
This article notes that healthcare quality evaluations (on the business side of medicine)
have typically focus on patient outcomes against economic costs, however, it is also
noted that a focus of this variety is increasingly recognized as insufficient. The authors
make an attempt to recognize the concept of Triple Bottom Line (TBL) as a way to
overcome the gaps of insufficiency through conducting a study with TBL as a more
structured approach to evaluating healthcare that considers its full costs. This article
allows for the exploration of TBL as an added value concept in evaluating operations
with a framework that meets the requirements that savings can be made without
compromising quality and long-term sustainability.
Improta, G., Ricciardi, C., Borrelli, A., D’alessandro, A., Verdoliva, C., & Cesarelli, M. (2019).
The application of six sigma to reduce the pre-operative length of hospital stay at the
hospital Antonio Cardarelli. International Journal of Lean Six Sigma., 11(3), 555–576.
https://doi.org/10.1108/IJLSS-02-2019-0014
In this study, the authors analyze two groups of patients (534 and 562, respectively)
before and after the introduction of a diagnostic-therapeutic-assistance path (DTAP),
Kaiser Permanente: ILP – Annotated Bibliography 7
through six sigma based on define, measure, analyze, improve and control (DMAIC)
cycle in order to improve the processes centered around the average pre-operative length
of time for patients’ hospital stays. This application of six sigma through the introduction
of DTAP resulted in a length of hospital stays reduction by over 50 percent for patients
studied in an Italian health care system. The study from this article provides a foundation
of relevance for exploring Six Sigma as an added value concept for Kaiser Permanente’s
medical facilities.
Cançado, T. O. B., Cançado, F. B., & Torres, M. L. A. (2019). Lean Seis Sigma e anestesia [Lean
Six Sigma and anesthesia].3Brazilian journal of anesthesiology (Elsevier),369(5), 502–
509. https://doi.org/10.1016/j.bjan.2018.12.012
In this publishing, the authors recognize an inherent challenge in healthcare in that being
hospital management’s aim to achieve standards of quality and safety for their patients
while concurrently increasing the productivity of hospital operations and minimizing
costs. While acknowledging this challenge, the propose response by the authors is to
utilize the thorough defining of lean Six Sigma methodology and layer this with historical
references of lean Six Sigma in the healthcare industry, specifically how it has been
utilized in Anesthesiology. Despite the historical use of Six Sigma, up until recent times,
it had been a relatively new business management strategy in the health industry. The
utilization of this article’s defining of Six Sigma methodology and referenced utilization
in health enhances discussions for decisions in Kaiser Permanente’s organizational
direction.
Alim, M., & Sulley, S. (2024). Beyond Healing: Embracing the Triple Bottom Line Approach in
Post-pandemic Healthcare.3Cureus,316(2), e54019. https://doi.org/10.7759/cureus.54019
Kaiser Permanente: ILP – Annotated Bibliography 8
In this article the authors cover Triple Bottom Line (TBL) in a pillar-like manner for the
healthcare industry under the spotlight of COVID-19’s post pandemic-related challenges
and opportunities. This is achieved through the defining of TBL, a provided overview of
TBL’s dimensions in healthcare, discussion of case studies of TBL in healthcare and the
challenges that may arise with TBL. The authors found that their overarching conclusion
is that the TBL provides a profound approach to conceptualizing contemporary healthcare
to meet the urgent requirements for a more resilient, equitable, and environmentally
responsible healthcare system. This article allows for a highlighting of real-world
application of TBL to benefit healthcare systems not a part of the sample population of
case studies reviewed by the authors.
Melissa, H., & Basabih, M. (2023). Analysis of Hospital Emergency Department Performance
Measurement with Balanced Scorecard. Jurnal Health Sains (Online), 4(7), 34–40.
https://doi.org/10.46799/jhs.v4i7.1021
Melissa and Basabih focus their study with the intent to determine the components in
emergency room services that play the most vital role in achieving the performance of
emergency room services that support the overall performance of the hospital in which
said emergency room may be found. In attempting to do this, the authors utilized the
basic structure of a Balanced Scorecard assessment and perform a literature review
inclusive of six (6) appropriate articles describing the implementation of the Balanced
Scorecard in the hospital emergency room settings. In reviewing the results of this article,
the reader is better equipped to hypothesize the potential value of the Balanced Scorecard
for their medical organization.
Carrillo, A. M., Muñoz, O. M., & Diaz-Porta, R. M. (2023). Application of the Lean Principles
Kaiser Permanente: ILP – Annotated Bibliography 9
of the Toyota Production System for the Improvement of the Emergency Service
Attention Times of a High Complexity Hospital. Revista Gerencia y Políticas de Salud
Gerencia y Políticas de Salud., 22. https://doi.org/10.11144/Javeriana.rgps22.alpt
In this publishing, the authors leverage the renown Toyota Production System’s use of
Lean Production/Principles to improve the attention times of patients in the emergency
department of the Hospital Universitario San Ignacio in Bogota (Colombia). The authors
recognize this as a fitting application due to the parallels in Toyota’s manufacturing
procedures and that of a hospital’s emergency department, which for the reader may
agree with this based on the findings that the implementation of said lean principles that
were applied in the health sector provided guidelines for an adequate improvement plan
of the emergency service. The statistical data found in the authors’ result allow for
qualitative recommendations of implementing lean production principles.
Bialas, C., Bechtsis, D., Aivazidou, E., Achillas, C., & Aidonis, D. (2023). Digitalization of the
healthcare supply chain through the adoption of enterprise resource planning (ERP)
systems in hospitals: An empirical study on influencing factors and cost
performance.3Sustainability (Basel, Switzerland),315(4),
3163.3https://doi.org/10.3390/su15043163
In this study, founded on the basis that rising healthcare costs requires healthcare
organizations’ decision makers to reconsider business strategies to offset said costs, the
authors explore the digitalization of their healthcare supply chain through the adoption of
enterprise resource planning (ERP) systems that are meant to provide a positive impact
on hospital supply chain costs. The perceived intent of the authors and the results
provided bring about a gateway of encouragement with a greater urgency for hospitals to
Kaiser Permanente: ILP – Annotated Bibliography 10
digitalize their supply chain by implementing and fully exploiting the functionality of an
ERP system in order to reach the hospital’s goal of delivering high quality care at a lower
cost.
Gorbenko, K., Romanchuk, K., Sagliocca, F., & Mazumdar, M. (2023). A changing supply chain
for a changing health care system: Barriers and facilitators of implementing enterprise
resource planning. Work : A Journal of Prevention, Assessment & Rehabilitation., 74(3),
977–990. https://doi.org/10.3233/WOR-210081
In this article the authors recognized the needed perspective of a stakeholder group,
employees, in discussing the implementation of a hospital’s enterprise resource planning
(ERP) system. In being more precise, the authors gained an understanding of the barriers
and facilitators of digital transformation in a hospital supply chain from conducting two
rounds of interviews with employees of an urban academic health system seeking to
implement new ERP software. The resulting data from the interviews speaks to the need
of a collaborative environment between management and employees for the successful
transition to new integrative technology. This prerequisite enhances the implementation
initiatives of Kaiser Permanente’s decision makers whether incorporating new systems
and employees, post-acquisition of established medical facilities or organizations.
