Varying terms and Japanese terminologies are used to describe the lean implementation strategies. The most frequently reported lean implementation activities are 'lean basics’ workshops, also described as 'Kaizen basics’ workshops. A 'Kaizen or lean basics’ session is a one-day workshop, introducing lean tools and techniques [
6,
18]. Other activities reported in the literature to implement lean in health care are 5S events to reorganize the workplace, rapid process improvement workshops (RPIW) and value stream mapping to improve current and future care processes [
11‐
13,
26]. 5S stands for 'Sort, Sweep, Simplify, Standardize, Sustain/Self-Discipline’, and it represents a set of concepts that helps organizations ensure a clean and organized work place [
27]. An RPIW is a week-long event also reported as a three-day lean event where teams of patients and their families, staff and clinicians focus on one problem, identify the root cause, create solutions and implement the solution in the workplace [
27]. A value stream map in health care is a visual tool to understand the flow of patients, supplies or information through the journey of a patient, and it maps all processes required to deliver a health care service [
27]. We will report on all activities used to implement lean concepts and methodologies. More examples of activities to be included are Kanban, lean leadership training, mistake-proofing projects, and other activities used to implement the lean management system. Kanban is a visual signalling system when new parts, supplies or services are needed, in the quantity needed, and at the time they are needed. A Kanban signal is usually a card, indicating the need to reorder supplies [
27]. The aim of a mistake-proofing project is to develop a device or procedure to avoid such an error in the future (e.g. specific hose coupling in anaesthesia, forcing functions in order entry) [
27].