Visual management (VM) tools such as whiteboards, often employed in Lean thinking applications, are intended tobe helpful in improving work processes in different industries including health care. It remains unclear, however, howVM is actually applied in health care Lean interventions and how it might influence the clinical staff. We thereforeexamined how Lean-inspired VM using whiteboards for continuous improvement efforts related to the hospitalstaff’s work and collaboration. Within a case study design, we combined semistructured interviews, nonparticipantobservations, and photography on 2 cardiology wards. The fate of VM differed between the 2 wards; in one, it waswell received by the staff and enhanced continuous improvement efforts, whereas in the other ward, it was notperceived to fit in the work flow or to make enough sense in order to be sustained. Visual management may enablethe staff and managers to allow communication across time and facilitate teamwork by enabling the inclusion ofteam members who are not present simultaneously; however, its adoption and value seem contingent on finding agood fit with the local context. A combination of continuous improvement and VM may be helpful in keeping thestaff engaged in the change process in the long run.
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