L'accesso ospedaliero: un'esperienza di riorganizzazione secondo l'approccio Lean Thinking

2009 ◽  
pp. 155-165
Author(s):  
Licia Mignardi
Keyword(s):  
Hospital Admission ◽  
Business Process ◽  
Business Process Reengineering ◽  
Theory Of Constraints ◽  
Healthcare Sector ◽  
Process Reengineering ◽  
Local Health Authority ◽  
Local Health ◽  
Quality Health Care ◽  
Lean Thinking

- 013 The objective of making the admission to hospital services more efficient and effective can be pursued using diverse methods and organisational approaches. Lean thinking and theory of constraints - used in industry and manufacturing - have proved to be valuable for business process reengineering also within the healthcare sector. When changing and improving the hospital admission, lean thinking is a radical approach which requires addressing the whole process and not only single components in isolation. Applying the key principle of the Toyota production system, when increasing product/service value for customers/patients, all processes need to be redeveloped. The focus is not only on better hospital admission procedures, but concentrates also on creating a system where each step pulls the patients towards it when it is ready, from discharge backwards. The OLA project (in Italian "Organizzazione Lean dell'Assistenza") developed by the Local Health Authority of Florence shows how industrial systems such as lean thinking can be used to deliver higher quality health care. Relevant achievements are characterised by a strong strategic vision provided and continuously sustained by the executive leadership. Rigorous methodology and constant professional involvement and participation to the project are equally critical requirements.Keywords: hospital admission; lean thinking for healthcare sector; business process reengineering; efficiency; continuous improvement.

Business Process Reengineering Through Lean Thinking: A Case Study

2014 ◽  
Vol 4 (2) ◽  
pp. 123-150 ◽  
Author(s):  
Gurumurthy Anand ◽  
Arpitha Chandrashekar ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Lean Thinking

scholarly journals Business Process Reengineering as the Current Best Methodology for Improving the Business Process

2019 ◽  
Vol 6 ◽  
pp. 66-85
Author(s):  
Zuraida Zaini ◽  
Aslina Saad
Keyword(s):  
Comparative Analysis ◽  
Business Process ◽  
Six Sigma ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Lean Six Sigma ◽  
Process Reengineering ◽  
Total Quality ◽  
Lean Thinking ◽  
Long Time

Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time. More importantly, the BPR can help members of organizations to rethink about their existing practices such as to introduce significant improvements to their business process. Based on a literature review, the researchers carried out a comparative analysis on four leading methodologies, namely BPR, Six Sigma, Lean Thinking, and Kaizen. The comparison of the methodologies were based on 11 aspects, namely the concept, effect, use of information technology, focus, involvement of workers, degree of change, level of risk, creation of a study, model, duration, and cost. In addition, the researchers elaborated the six phases of the implementation of BPR. The comparative analysis revealed that the BPR was the best among the four methodologies analysed, as it could help radically and holistically improve the overall business process of an organization. Thus, organizations that need such a change in their business processes can adopt the BPR as the most appropriate methodology than can help bring the intended improvements to their workplace.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

scholarly journals ANALISIS DAN REKAYASA PROSES BISNIS PADA BAGIAN LAYANAN AKADEMIK DI SEKRETARIAT FAKULTAS SAINS DAN TEKNOLOGI UNIVERSITAS MA CHUNG

2017 ◽  
Vol 12 (3) ◽  
pp. 161
Author(s):  
Andy Lieman Candra
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Value Added ◽  
Standard Operating Procedure ◽  
Business Value ◽  
Process Reengineering ◽  
Cause And Effect ◽  
Standard Operating ◽  
Cause And Effect Diagram

AbstrakSekretariat Fakultas Sains dan Teknologi Universitas Ma Chung merupakan fakultas dimana Penulis melakukan penelitian. Tujuan dari penelitian ini adalah untuk menganalisis proses bisnis yang ada di Sekretariat Fakultas Sains dan Teknologi Universitas Ma Chung berdasarkan dari hasil wawancara dengan beberapa stakeholder yang memiliki kebutuhan ataupun keluhan terhadap setiap proses bisnis yang berjalan, mengidentifikasi permasalahan dari proses bisnis yang kurang efisien dan membuat usulan perbaikan untuk setiap proses bisnis dengan menggunakan pendekatan ilmu Business Process Reengineering (BPR). Penulis juga menggunakan metode analisis nilai tambah pada penelitian ini. Tujuan dari penggunaan metode analisis nilai tambah adalah untuk mengkategorikan langkah maupun elemen kerja ke dalam tiga kategori, yakni value adding, business value adding dan non value adding. Pengaktegorisasian tersebut bertujuan untuk menghilangkan langkah maupun elemen kerja yang termasuk kedalam non value adding dan meminimalkan langkah maupun elemen kerja yang termasuk kedalam business value adding. Penulis mengidentikasi permasalahan setiap proses bisnis dengan menggunakan diagram sebab akibat. Diagram sebab akibat dapat menggambarkan dengan jelas mengenai permasalahan dengan faktor-faktor penyebab yang memengaruhi permasalahan di setiap proses bisnis. Hasil dari penelitian ini adalah pendesainan ulang setiap proses bisnis menurut kebutuhan dan keluhan dari stakeholder dan setiap proses bisnis di Sekretariat Fakultas Sains dan Teknologi didokumentasikan dalam bentuk standard operating procedure (SOP). AbstractSecretariat of Faculty of Science and Technology Ma Chung University is a place where the author conducts research. The purposes of this research are to analyze business processes in Secretariat of Faculty of Science and Technology Ma Chung University based on interview results with some stakeholders who have needs or complaints with ongoing business processes, identify problems of less efficient business processes and make proposed improvements for each business process using the Business Process Reengineering approach. Author also uses value added analysis method on this research. The purpose of using value added analysis method is to categorize steps or tasks in every business process into three categories: value adding, business value adding and non value adding. The categorizations aim to eliminate steps or tasks included into non value adding and minimize steps or tasks included into business value adding. Author identifies problems of each business process by using cause and effect diagram. Cause and effect diagram can clearly illustrate the problems with the underlying factors that affect the problem in each business process. The results of this research are redesigning every business processes according to the interview results with stakeholders about their needs and complaints and also every business process in Secretariat of Faculty of Science and Technology are documented in the form of standard operating procedure. Keywords: Business Process Reengineering, Value Added Analysis, Standard Operating Procedure and Cause and Effect Diagram.

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