Date of Conferral
Doctor of Business Administration (D.B.A.)
Organizational leaders use lean training as a process improvement strategy to eliminate waste and inefficiencies in processes. Of the 91% of company leaders who believed lean training was important, 64% of those leaders expressed the perception that workers do not comprehend lean training and methodology. The purpose of this qualitative single case study was to explore how healthcare managers successfully implemented lean training strategies to combat escalating costs. The target population consisted of healthcare managers in a single rural care hospital located in Tennessee who had implemented lean training strategies to train staff in lean principles and lean tools. The conceptual framework for this study was the general systems theory. Data were collected through semistructured interviews with healthcare managers, document review of public hospital data, and public quality reports. Member checking of interview data was used to strengthen the credibility of the findings. Yin's 5-phase qualitative data analysis process was used consisting of compiling the data, disassembling the data, reassembling the data, interpreting the data, and concluding the data. Themes emerged resulting from the use of methodological triangulation of collected data to include improving quality of patient care, teamwork and collaboration, hands-on learning, and training the trainers. The application of the findings may contribute to social change by identifying strategies related to lean training to address inefficiencies, improve quality patient care, and provide a safer healthcare environment.