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Fundamentals of staff resistance to lean management in the procurement of medical devices and ways to motivate them
Implementing lean production principles in the procurement of medical de-
vices is a key reserve for improving operational efficiency, reducing costs,
and ensuring the uninterrupted operation of healthcare organizations. Poten-
tial benefits include optimizing warehouse stocks, shortening logistics cycle
times, minimizing waste, and improving the quality of purchased devices.
However, the success of these transformations directly depends on the readiness and engagement of staff, who often covertly or openly resist change, thereby nullifying all management efforts.
This study aims to identify the reasons for staff resistance to the implementation of lean management tools in the procurement activities of a healthcare organization and, based on these findings, to develop a set of practical measures for motivating and engaging them in the transformation process.
The results show that the main barriers are not only technical difficulties but also the human factor: fear of increased transparency and greater personal accountability, insufficient understanding of the lean philosophy, lack of skills to work under conditions of process standardization and visualization, as well as persistent concerns about possible staff reductions. A direct correlation between the level of employee awareness of the goals and methods of lean management and their degree of resistance has been statistically confirmed. Based on these findings, a motivational framework was developed, including training programs, democratic management tools, a KPI system linked to optimization results, and explanatory work aimed at debunking myths and fostering a positive perception of change.
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Bibliography link:
Merkulov A.V., Bochkovskaya A.Yu., Skripko A.A., Eresko S.E. Fundamentals of staff resistance to lean management in the procurement of medical devices and ways to motivate them // Pharmacoeconomics: theory and practice. - 2026. - Vol.14, №2. P. 5-9 DOI: https://doi.org/10.30809/phe.2.2026.1
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