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Table 2 Descriptive data for LiHcQ, internal consistency and test-retest

From: A questionnaire measuring staff perceptions of Lean adoption in healthcare: development and psychometric testing

 

n = 386

test –retest n = 43

Factors Item no in LiHcQ). (Liker’s principle)

Missing n (%)

Mean (SD)

Md (Q1− Q3)

ICC  (95% CI)

Philosophy α = 0.75

   

0.80 (0.63;0.89)

1). Employees participation in Lean (Long-term thinking. Plan ahead and do investments even if they costs more at present)

17 (4)

3 (1)

3 (2–4)

0.75 (0.53;0.86)

2). Ward manager participation in Lean (Long-term thinking. Plan ahead and do investments even if they costs more at present)

67 (17)

3 (1)

3 (3–4)

0.79 (0.59;0.89)

3). Allocated time for continuous improvements (Long-term thinking. Plan ahead and do investments even if they costs more at present)

6 (1)

3 (1)

2 (2–3)

0.64 (0.33;0.81)

Processes α = 0.86

   

0.77 (0.57;0.87)

6). Value stream mapping (Create flow in the processes which makes problem visible)

34 (9)

3 (1)

3 (2–3)

0.50 (0.06;0.73)

7). Standardization (Have standardized work to achieve flow and continuous improvements. Encourage employee involvement)

9 (2)

4 (1)

4 (3–4)

0.76 (0.56;0.87)

8). Plan with the patient in focus (Level out the workload)

18 (5)

3 (1)

3 (2–4)

0.55 (0.16;0.76)

9). Automatically quality controls (Good quality from the beginning is achieved by teaching everyone to stop the process if quality problem occurs)

39 (10)

3 (1)

3 (1–3)

0.65 (0.33;0.81)

10). Patient need control the work flow (Avoid overproduction by producing only on customer demand)

24 (6)

3 (1)

3 (2–4)

0.37 (0.19;0.66)

11). Visual improvements to guide the employees (Use visualized signs in the process, to reduce errors)

21 (6)

3 (1)

3 (2–4)

0.80 (0.62;0.89)

15). Technique and involve employees (Use only techniques that are reliable; it shall support the employee and the processes)

8 (2)

3 (1)

3 (3–4)

0.67 (0.38;0.82)

People and partners α = 0.60

   

0.88 (0.77;0.93)

4). A person who support Lean adoption at the unit (Develop leaders from the organization that know the processes, know and can spread the Lean philosophy)

21 (5)

2 (1)

1 (1–2)

0.94 (0.88;0.97)

5). Quality of given care (Develop a culture where everyone share the organizations core values and want to improve the organization)

17 (4)

3 (1)

4 (2–4)

0.75 (0.55;0.87

16). Employee collaboration with partners and suppliers (Show respect to partners and suppliers and set up challenging goals for theme and help them to achieve it)

14 (4)

3 (1)

2 (2–3)

0.66 (0.37;0.82)

Problem-solving α = 0.81

   

0.79 (0.61;0.89)

12). Evaluate each work task (Be a learning organization through reflections and continuous improvements)

20 (5)

3 (1)

2 (1–4)

0.80 (0.64;0.89)

13). Problem-solving (To develop processes and to solve problems; go and see for yourself instead of trusting secondary information)

14 (4)

3 (1)

3 (2–4)

0.68 (0.39;0.83)

14). Participation in decisions (Decision making is a slow process and solutions are made in consensus)

8 (2)

3 (1)

3 (3–4)

0.72 (0.47;0.85)

  1. αCronbach’s alpha, LiHcQ lean in healthcare questionnaire, SD standard deviation, Md median, Q quartiles, ICC intra-class correlation coefficient, CI confidence interval