Table 2 The frequency of methods or tools of lean used in Chinese hospitals
From: Organizational issues for the lean success in China: exploring a change strategy for lean success
Rank | Methods or Tools | â„– | Rank | Methods or Tools | â„– |
|---|---|---|---|---|---|
1st | 5S (Sort, Set in order, Shine, Standardize, Sustain) related | 31 | 17th | Kanban | 2 |
2nd | Value Stream Map | 24 | 17th | Pareto analysis | 2 |
2nd | Fishbone Diagram | 24 | 23th | Just In Time | 1 |
4th | Six Sigma | 19 | 23th | Push | 1 |
5th | Work-out | 16 | 23th | Transaction improvement | 1 |
6th | Visual management | 12 | 23th | Zero inventory | 1 |
7th | DMAIC (Define, Measure, Analyze, Improve, Control) | 11 | 23th | Jidoka | 1 |
8th | Brainstorming | 10 | 23th | Water spider | 1 |
8th | PDCA (Plan, Do, Check, Act) | 10 | 23th | Takt Time and One piece flow | 1 |
10th | Spaghetti Chart | 8 | 23th | Scenario simulation | 1 |
10th | QCC (Quality Control Circles) | 8 | 23th | Monte Carlo simulation | 1 |
12th | SOP (Standard Operation Procedure) | 7 | 23th | SIPOC (Supplier, Input, Process, Output, Customer) | 1 |
13th | Pull System | 5 | 23th | Three-point estimation | 1 |
14th | ECRS (Seliminate, combine, rearrange, simplfify) | 3 | 23th | RPN (Risk Priority Number) | 1 |
14th | Standard Work | 3 | 23th | CTQ (Critical-To-Quality) | 1 |
14th | Flow Chart | 3 | 23th | Control influence matrix | 1 |
17th | Location management | 2 | 23th | Failure Mode and Effect Analysis | 1 |
17th | 5WlH (Who, When, Where, What, Why, How) | 2 | 23th | GRPI (Goal, Rote, Process, Interpersonal relationship) | 1 |
17th | Pokayake | 2 | 23th | Root cause analysis | 1 |
17th | 80/20 principle | 2 | Â | Â | Â |