Process Redesign for Health Care Using Lean Thinking

2017 ◽  
Author(s):  
David I. Ben-Tovim
Keyword(s):  
Health Care ◽  
Lean Thinking ◽  
Process Redesign

Methodological support for business process redesign in health care: a literature review protocol

2011 ◽  
Vol 15 (4) ◽  
pp. 119-126 ◽  
Author(s):  
R J B Vanwersch ◽  
K Shahzad ◽  
K Vanhaecht ◽  
P W P J Grefen ◽  
L M Pintelon ◽  
...  
Keyword(s):  
Health Care ◽  
Literature Review ◽  
Business Process ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Review Protocol

Rapid Process Optimization

2016 ◽  
Vol 32 (2) ◽  
pp. 172-177 ◽  
Author(s):  
Jennifer L. Wiler ◽  
Kelly Bookman ◽  
Derek B. Birznieks ◽  
Robert Leeret ◽  
April Koehler ◽  
...  
Keyword(s):  
Health Care ◽  
Length Of Stay ◽  
Process Optimization ◽  
Process Improvement ◽  
Care Delivery ◽  
Health Care Systems ◽  
Process Redesign ◽  
Rapid Process ◽  
Left Without Being Seen ◽  
Care Systems

Health care systems have utilized various process redesign methodologies to improve care delivery. This article describes the creation of a novel process improvement methodology, Rapid Process Optimization (RPO). This system was used to redesign emergency care delivery within a large academic health care system, which resulted in a decrease: (1) door-to-physician time (Department A: 54 minutes pre vs 12 minutes 1 year post; Department B: 20 minutes pre vs 8 minutes 3 months post), (2) overall length of stay (Department A: 228 vs 184; Department B: 202 vs 192), (3) discharge length of stay (Department A: 216 vs 140; Department B: 179 vs 169), and (4) left without being seen rates (Department A: 5.5% vs 0.0%; Department B: 4.1% vs 0.5%) despite a 47% increased census at Department A (34 391 vs 50 691) and a 4% increase at Department B (8404 vs 8753). The novel RPO process improvement methodology can inform and guide successful care redesign.

scholarly journals Lean thinking to improving access to cancer patients in a Public General Hospital

2015 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Carlos Frederico Pinto ◽  
Stela Maris Coelho ◽  
Evelin Araujo Marotta ◽  
Sheila Vianna Reis ◽  
Robisom Damasceno Calado ◽  
...  
Keyword(s):  
Value Stream Mapping ◽  
Lean Thinking ◽  
Process Redesign ◽  
Cancer Centers ◽  
Value Stream ◽  
Unit Capacity ◽  
Case Study Report ◽  
Lean Methods ◽  
Unit Performance

Unbalanced treatment scheduling and overcrowding is a common problem for cancer centers in Brazil, with huge access restrictions due to system inefficiencies and poor assistance design. The purpose of this report is to show how lean thinking can be applied to healthcare by using lean methods and production leveling. The case study / report presented was adopted in order to describe the approach, techniques and findings of this project, as part of a lean initiative. Lean Value Stream Mapping tools and leveling tools improved unit performance by increasing unit capacity freeing treatment slots by leveling and decrease of waiting time for cancer treatment .The process redesign also eliminated unnecessary movement and overtime.

scholarly journals Lean Management: organizational innovations in hematological Day-Hospitals

ABOUTOPEN ◽  
2019 ◽  
Vol 6 (1) ◽  
pp. 62-69
Author(s):  
Caterina Bianciardi ◽  
Jacopo Guercini
Keyword(s):  
Health Care ◽  
Case Studies ◽  
Central Italy ◽  
Health Care Facilities ◽  
Health Care Environment ◽  
Lean Thinking ◽  
Care Environment ◽  
Day Hospitals ◽  
Poor Management

Background. Lean Thinking is a management method which, despite its industrial origins, has spread in the health-care environment too. Objective. To describe the path followed and the results reached implementing Lean Thinking in four case studies.  Methods. Such case studies were conducted in as many hematological Day-Hospitals (DHs), located in Central-Italy. At the beginning of each study, the DH internal processes, activity volumes and patient flows were analyzed and satisfaction questionnaires were administered to both operators and patients. Based on the returned questionnaires, deficiencies were focused on; for each deficiency data was collected and objectives defined. Following such definitions, the analysis of inefficiency causes was performed and countermeasures were identified. In the final meeting the results were assessed and monitoring/maintenance methods were defined. All these steps were supported by Lean Thinking instruments for analysis and solution.         Results. Activity organization and patient satisfaction improved everywhere. Time losses and workloads imbalances were minimized in two DHs, particularly through higher standardization in the management of clinical-administrative documents. In another DH, the output capacity of the hospital pharmacy and the workflows in the DH were aligned with respect to the course of the day, so reducing delays in the delivery of therapies.  Appointment planning was improved in the fourth DH, standardizing time slots (15-minutes) necessary for each therapy, so optimizing the number of stations (beds and chairs) used. Conclusions. Poor management of health care facilities can affect efficiency, security and quality of services provided. Lean Thinking is a valid method to address such problems.

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