Improving employee engagement and distributed leadership through lean systems process mapping in the NHS

Background / Aims: Evidence of the effectiveness and impact of Lean Systems Thinking in healthcare settings remains mixed. This study explores the impact of participation in a process mapping activity on employee engagement and distributed leadership in the NHS. Methods: A qualitative study was undertaken using semi-structured interviews with 9 employees within an NHS Trust in the North-East of England. Questions sought to explore the experiences of those involved in the process mapping activity. A thematic analysis was carried out and results presented. Findings: Following the implementation of process mapping, staff appeared more engaged and there was a closer relationship between teams and management. Factors found to affect participation were: if participation was mandatory, history of the team, team dynamics, inter-personal concerns. Participation broke down barriers with management, helped participants to feel listened to and increased staff confidence in their role. The end result was: increased employee engagement, greater team working and distributed leadership, increased job satisfaction and reduced stress levels. Conclusions: The research provides a significant contribution to our understanding of how process mapping activities can be used in the NHS.