[Lean and Value-Based Healthcare methods to support the chronic heart failure care model.].
LG, L., P, C., B, S., S, B., P, B., S, G., M, F., A, G., S, S., & L, B. (2026). [Lean and Value-Based Healthcare methods to support the chronic heart failure care model.].. Recenti progressi in medicina. https://doi.org/10.1701/4716.47322
LG L, P C, B S, S B, P B, S G, et al. [Lean and Value-Based Healthcare methods to support the chronic heart failure care model.].. Recenti progressi in medicina. 2026; doi: 10.1701/4716.47322
LG L, P C, B S, et al. [Lean and Value-Based Healthcare methods to support the chronic heart failure care model.].[J]. Recenti progressi in medicina. 2026. DOI: 10.1701/4716.47322.
@article{lg2026,
author = {Lacerenza LG and Corradini P and Sposato B and Bellucci S and Bonini P and Geraci S and Francardi M and Gepponi A and Spaghetti S and Bechi L},
title = {[Lean and Value-Based Healthcare methods to support the chronic heart failure care model.].},
journal = {Recenti progressi in medicina},
year = {2026},
doi = {10.1701/4716.47322},
note = {PMID: 42301626},
}
TY - JOUR AU - Lacerenza LG AU - Corradini P AU - Sposato B AU - Bellucci S AU - Bonini P AU - Geraci S AU - Francardi M AU - Gepponi A AU - Spaghetti S AU - Bechi L TI - [Lean and Value-Based Healthcare methods to support the chronic heart failure care model.]. T2 - Recenti progressi in medicina PY - 2026 DO - 10.1701/4716.47322 AN - PMID:42301626 ER -
INTRODUCTION: Heart Failure (HF) represents a critical challenge for the National Health Service (SSN) in terms of mortality and costs, often fueled by fragmented management between hospital and community care. The objective of this study is to analyze the current care pathway and related direct costs (hospitalizations, medications, outpatient services) to identify inefficiencies and propose an improvement model based on Lean and Value-Based Healthcare (VBHC) methodologies. MATERIALS AND METHODS: A retrospective analysis was conducted from January 2022 to December 2023 on a sample of 689 patients with heart failure, utilizing administrative data flows (SDO, SPA, SPF, and SIAD). Lean tools, specifically "As-Is" and "To-Be" Swim Lane maps, were applied to map processes and evaluate hospital-community integration. RESULTS: The total costs generated by the 689 monitored patients amounted to €2,451,475.60. This is broken down as follows: €1,312,227.66 from hospital discharge records (SDO), €169,716.38 from Emergency Department (PS) services, €82,908.64 from outpatient services (SPA), €114,472.92 from pharmaceutical records (SPF), and €772,150 from home care services (SIAD). Significant critical issues emerged in the "As-Is" pathway, revealing analysis biases such as 32.5% of patients not undergoing outpatient visits and 4.7% not receiving specific medications. The "To-Be" model proposes value-centered management through the activation of the Territorial Operations Center (COT), the assignment of a lead physician (tutor), the use of telemedicine, and the integration of the Electronic Health Record (FSE) to overcome the observed biases. CONCLUSIONS: Shifting to an integrated and digitalized model is essential to ensure continuity of care and therapeutic adherence, thereby reducing exacerbations and optimizing the use of public resources.