scholarly journals Zastosowanie koncepcji lean management w Szpitalnych Oddziałach Ratunkowych

2019 ◽  
pp. 46-52
Author(s):  
Urszula Cegłowska ◽  
Stanisław Brzozowski ◽  
Tomasz Hermanowski ◽  
Małgorzata Chmielewska
Keyword(s):  
Health Care ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream

<p xss=removed><span xss=removed>Szpitalny oddział ratunkowy jest kluczową komórką organizacyjną w strukturze szpitala i nieefektywne zarządzanie nią może mieć wpływ na funkcjonowanie całego szpitala. Czas jest głównym czynnikiem rokowniczym w przypadku wielu stanów nagłych, optymalizacja funkcjonowania oddziałów ratunkowych, przy uwzględnieniu zwiększania efektywności udzielania świadczeń i obniżenia kosztów funkcjonowania, stanowią więc istotny obszar potrzebnych zmian. Lean management jest zbiorem metod oraz narzędzi wywodzących się z Systemu Produkcyjnego Toyoty i stosowanym w wielu sektorach przemysłu i usług, w ochronie zdrowia narzędzia lean wykorzystywane są przede wszystkim w Stanach Zjednoczonych, Australii oraz Kanadzie. Celem niniejszej publikacji było zestawienie wyników zastosowania lean w oddziałach ratunkowych w Europie. Przeprowadzono przegląd literatury w bazach Medline, Embase, Scopus oraz ProQuest z wykorzystaniem słów kluczowych „lean management”, „health care” oraz „value stream mapping”, uwzględniono artykuły opublikowane do dnia 15.11.2015. Wyniki przeglądu wskazują, że nieefektywne funkcjonowanie oddziałów ratunkowych ma przełożenie na wyższy współczynnik śmiertelności pacjentów, spadek satysfakcji personelu medycznego z wykonywanej pracy, spadek satysfakcji pacjentów z otrzymywanych świadczeń opieki zdrowotnej oraz nieefektywne zużycie ograniczonych zasobów. Podkreśla się szczególnie istotną kwestię koordynacji działań podejmowanych w różnych miejscach realizacji świadczeń oraz rolę multidysycyplinarnego zespołu medycznego. Wdrażając rozwiązania lean w obszarze oddziałów ratunkowych należy mieć na uwadze stopień skomplikowania procesu diagnostyczno-terapeutycznego oraz chęć uczenia się szpitala jako organizacji.</span><br></p>

scholarly journals A critical analysis and optimization of the testing & validation activities inside an automotive partsfactory

2021 ◽  
Vol 343 ◽  
pp. 02011
Author(s):  
Lucian-Petru Păvăloi ◽  
Florin Negoescu
Keyword(s):  
Critical Analysis ◽  
Point Of View ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Basic Principles ◽  
Value Stream ◽  
A Value ◽  
The Status

The scope of this paper is to critically analyze and optimize the solutions available from a Lean Management point of view, for the testing & validation department of an automotive factory. The paper will start with an analysis of the basic principles of Lean Management and how this can be applied successfully, followed by a Value Stream Mapping critical analysis of the status at a given time and the action taken with the scope of optimizing the process, concluding with an updated analysis of the new Value Steam Map, showcasing the advantages and the improvements achieved.

scholarly journals Implementation of Lean Management in a Multi-Specialist Hospital in Poland and the Analysis of Waste

2022 ◽  
Vol 19 (2) ◽  
pp. 800
Author(s):  
Agnieszka Zdęba-Mozoła ◽  
Anna Rybarczyk-Szwajkowska ◽  
Tomasz Czapla ◽  
Michał Marczak ◽  
Remigiusz Kozłowski
Keyword(s):  
Human Capital ◽  
Patient Admission ◽  
Middle Level ◽  
Healthcare Sector ◽  
Medical Documentation ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
The World ◽  
Before And After

At the beginning of the 21st century, Lean Management (LM) tools were introduced into the healthcare sector around the world. In Poland, there are still few LM implementations, and they are not of a comprehensive nature. The aim of this article is to present the application of the LM concept in a hospital in Poland as a tool for the identification and analysis of waste and its impact on the process of organizing the provision of medical services on the example of improvements in the process of patient admission. In the period from 1 July 2019 to 31 December 2019, a project of LM implementation was carried out at the Provincial Specialist Hospital in Wroclaw. The project was based on the method of value-stream mapping and 5Why. Standardized interviews (before and after the project) were conducted with people from the hospital management and middle-level managers. The implementation of LM tools resulted in the identification of a number of wastes, which have been divided into groups. The most important waste was paper medical documentation. Its change to an electronic form allowed for a better use of human capital resources; savings included 2.3 nursing positions and 1.09 medical staff positions.

The Organization of Engineering Shop “Lean” Management System

2014 ◽  
Vol 682 ◽  
pp. 555-560
Author(s):  
Victoria V. Kokareva ◽  
Andrey N. Malyhin ◽  
V.G. Smelov
Keyword(s):  
Management System ◽  
Swot Analysis ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Machine Shop ◽  
Discrete Simulation ◽  
Value Stream ◽  
Reducing Costs ◽  
Plant Simulation ◽  
Lean Management System

This article describes the analysis of the manufacturing enterprise (machine shop). We propose the methods and tools of optimization in order to build a "lean" management system. The purpose of constructing this management system is to eliminate losses, reducing costs, increasing productivity. We used SWOT-analysis tools, VSM (value stream mapping) and discrete simulation (Plant Simulation).

scholarly journals Pemborosan (Waste) di Instalasi Gawat Darurat RSI PKU Muhammadiyah Tegal

2020 ◽  
Vol 2 (02) ◽  
pp. 47-51
Author(s):  
Nurhidayat Nurhidayat ◽  
Firman Firman ◽  
Adi Utarini
Keyword(s):  
Action Research ◽  
Waiting Time ◽  
Cycle Time ◽  
Lead Time ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
Taking Action ◽  
Planning Action

Latar Belakang: Penerapan Jaminan Kesehatan Nasional (JKN) dengan cakupan kesehatan semesta meningkatkan jumlah kunjungan pasien ke rumah sakit, termasuk di Instalasi Gawat Darurat (IGD). Peningkatan di IGD ini menyebabkan waktu tunggu pemindahan pasien dari IGD ke ruang rawat inap pun semakin lama. Untuk mempersingkatnya, digunakan metode lean management. Tujuan: Menurunkan lama waktu tunggu pemindahan pasien dari IGD ke ruang rawat inap dengan cara mengidentifikasi pemborosan waktu tunggu, dan melakukan perbaikan faktor-faktor penyebab pemborosan. Metode: Diterapkan empat tahapan penelitian action research. Pertama, pengumpulan data awal pada diagnosing action, diikuti dengan identifikasi penyebab pemborosan dan solusinya pada tahap kedua, planning action. Ketiga, dilakukan perbaikan cepat pada tahap taking action, meliputi sosialisasi rencana implementasi, update ketersediaan ruang rawat inap, perakitan rekam medis di ruang rawat inap, penulisan resep dokter hanya untuk obat penggunaan di IGD. Penelitian diakhiri dengan evaluasi waktu tunggu dan tindak lanjut pada tahap evaluating action. Hasil: Terdapat delapan tahapan utama dalam alur proses pelayanan pasien IGD hingga pemindahan ke rawat inap. Pemborosan yang utama adalah: waste of overprocessing, waste of motion, dan waste of waiting. Beberapa penyebab utama pemborosan adalah kasus false emergency, kekurangan sumber daya (ruang tunggu dan SDM, papan informasi). Hasil pemetaan dengan Value Stream Mapping adalah rerata 69,9 menit lead time, yang turun menjadi 51,5 menit setelah pasca intervensi. Demikian pula terdapat penurunan waiting time dari 39,9 menit menjadi 28,5 menit, dan cycle time dari 30 menit menjadi 23 menit. Kesimpulan: Lean management dapat mengidentifikasi waste dan menurunkan lama waktu pemindahan pasien IGD ke ruang rawat inap. Lean management perlu dijadikan budaya sebagai salah satu proses dalam upaya perbaikan mutu. Diharapkan hasil intervensi cepat ini dapat dipertahankan oleh rumah sakit, agar menjadi berkelanjutan.

Implementing Lean Techniques on the Shop Floor Improvement of a Delivery Company

2014 ◽  
Vol 989-994 ◽  
pp. 2811-2814
Author(s):  
Jason Shay ◽  
Peter Iming Shieh
Keyword(s):  
Material Handling ◽  
Manufacturing Industries ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
Operation Costs ◽  
Business Efficiency ◽  
Domestic Company ◽  
Future Condition

CTC Express is the leading domestic company in delivery service and wants to improve their business efficiency by establishing lean management in the shop floor activities. Lean management is generally adopted by the manufacturing industries as a significant technique to reduce waste and operation costs. This paper investigates the continuous improvement through value stream mapping, begins with describing the current situation and proposes the future condition. Several improvements were implemented in the company such as the transformation of automation process, better result in visual control and standardization processes. The new proposed system has shown being able to reduce the works of loading/unloading and in the same time to increase the performance of material handling in each cycle time.

scholarly journals Lean Management in SPA

2020 ◽  
pp. 46
Author(s):  
Marco Vieri ◽  
Daniele Sarri ◽  
Stefania Lombardo ◽  
Marco Rimediotti ◽  
Riccardo Lisci ◽  
...  
Keyword(s):  
Structural Optimization ◽  
Continuous Improvement ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Total Quality ◽  
Value Stream ◽  
Productive Process ◽  
Management Method ◽  
Set Up

Lean “slim” is a management method that increases efficency of the process analizing sequence, times and infrastructures to create more value with less work. Pillars of Lean production are multiple optimizing actions: 5S (sort, set-up, shine, standardize, sustain), Seven Waste Identification, Value Stream Mapping, Total Productive Mainteinance, error proofing, FastChangeovers, CI Blitz. Born in Toyota following the evolution of Scientific Method of Management, Taylorism and Total Quality is the actual efficiental method in the productive process. It is a new born method in farming but already used in agro-industry process like winery. It is a partecipative, continuous improvement action that is based on human involvement and structural optimization.

IMPLEMENTASI KONSEP LEAN MANAGEMENT PADA SISTEM ARSIP KPPBC TANGERANG

2020 ◽  
Vol 4 (1) ◽  
Author(s):  
Imam Tri Wahyudi
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Case Study Research ◽  
Management Training ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
Management Concept ◽  
External Consultant

ABSTRACT:The Tangerang Customs and Excise Supervision and Service Office (KPPBC Tangerang) has initiated the implementation of the lean management concept as an effort to improve several business processes, including the archive business process. Before this implementation, they held a lean management training from an external consultant at KPPBC Tangerang in 2018. This study analyzes how to implement lean government in the archive business process of KPPBC Tangerang and how its impact. This research methodology uses a qualitative approach, based on a case study research. The results of the study concluded that lean management is effectively applied to business processes in the supporting unit, the archive business process.Keywords: Customs, Lean Management, 5S, Value Stream Mapping, Form A3ABSTRAK:Kantor Pengawasan dan Pelayanan Bea dan Cukai Tangerang (KPPBC Tangerang) telah melakukan inisitif penerapan konsep lean management sebagai upaya penyempurnaan pada beberapa proses bisnis. Upaya tersebut dimulai dengan adanya pelatihan lean management dari konsultan eksternal di KPPBC pada tahun 2018, kemudian dilanjutkan dengan tim implementasi lean management untuk beberapa proses bisnis, diantara pada proses bisnis arsip.Penelitian ini bertujuan untuk melakukan analisis bagaimana implementasi lean government di KPPBC Tangerarang dan bagaimana dampaknya setelah diterapkan. Metodologi penelitian ini menggunakan pendekatan kualitatif berdasarkan penelitian studi kasusHasil dari penelitian ini menunjukan bahwa penerapan lean management berhasil diterapkan pada bisnis proses di unit pendukung sesuai rencana dan memberikan hasil sesuai target yang direncanakan.Kata Kunci: Bea Cukai, Lean Management, 5S, Value Stream Mapping, Form A3  

scholarly journals Penerapan Lean Management Untuk Menurunkan Waktu Tunggu Proses Pemulangan Pasien Rawat Inap di Rumah Sakit Panti Waluyo Surakarta

2019 ◽  
Vol 1 (2) ◽  
pp. 41-47
Author(s):  
Retno Esti Respati Wirandari ◽  
Adi Utarini
Keyword(s):  
Action Research ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream

Latar Belakang: Pada era Jaminan Kesehatan Nasional (JKN), RS dituntut juga untuk dapat mengendalikan mutu dan biaya. Waktu tunggu proses pemulangan pasien rawat inap di rumah sakit merupakan masalah yang penting diatasi oleh karena masih melebihi standar waktu yang ditetapkan (yaitu 2 jam). Untuk memecahkan masalah tersebut, diterapkan Lean management. Tujuan: Menerapkan Lean management dengan mengekplorasi peran tim Kaizen dan menggunakan Value Stream Mapping untuk menurunkan waktu tunggu proses pemulangan pasien rawat inap di RS Panti Waluyo Surakarta. Metode: Penelitian ini menggunakan desain Action Research. Pengumpulan data dilakukan dengan cara observasi pemulangan pasien rawat inap dan wawancara mendalam. Selanjutnya dilakukan penerapan tools Kaizen dan Value Stream Mapping dalam Lean dengan intervensi berupa perubahan alur proses pemulangan pasien rawat inap di RS Panti Waluyo Surakarta. Hasil: Rerata lama waktu tunggu proses pemulangan pasien rawat inap di RS Panti Waluyo menurun secara bermakna dari 3 jam 10 menit menjadi 2 jam 14 menit penerapan Lean management (p<0,01). Kesimpulan: Lama waktu tunggu proses pemulangan pasien rawat inap di RS Panti Waluyo Surakarta dapat diturunkan dengan penerapan Lean, meskipun belum mencapai standard pelayanan minimal yang ditetapkan Pemerintah. Perlu dilakukan tindak lanjut perbaikan untuk mencapai standar yang ditetapkan.

scholarly journals Value-based lean implementation in a surgical unit: the impact of the methodology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marc Sales ◽  
Rodolfo De Castro
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Tertiary Care ◽  
Value Stream Mapping ◽  
Care Hospital ◽  
Lean Management ◽  
Content Type ◽  
Implementation Processes ◽  
Lean Transformation ◽  
The Impact

PurposeThis paper aims to present a method for strategic planning and implementation processes in health care based on lean management.Design/methodology/approachWithin the framework of the action research methodology, the authors present the ten steps of a kaizen project, which enable lean transformation over a period of time. The study is underpinned by a literature review of enablers and barriers and an implementation case in a tertiary care hospital.FindingsKey points and possible contingency issues are presented for each of the steps, and a successful lean tools intervention is illustrated by examples of improvement projects of the surgical process. Conclusions of the implementation establish a roadmap for improvement projects in hospital environments based on lean management, thus bridging the existing gap between the large number of theoretical projects (much of the projects described are not sustainable over time as the hospital sector is very particular) that have failed to be implemented, or been paused mid-term, and the self-sustaining projects developed by improvement teams in the hospital.Originality/valueThe study details knowledge gleaned from a three-year project entailing various stages: forming improvement teams; training health-care professionals in lean management; drawing up a process map to identify value stream mapping improvement opportunities; implanting projects and verifying the results obtained; and finally, laying the cornerstones, which would make the project self-sustaining and open to long-term continuous improvement.

scholarly journals Computer aided manufacturing processes using Lean Management and Lean Manufacturing methods

Mechanik ◽  
2018 ◽  
Vol 91 (7) ◽  
pp. 535-537
Author(s):  
Ewa Moroz
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Computer Assisted ◽  
Manufacturing Processes ◽  
Lean Management ◽  
Industrial Practice ◽  
Value Stream ◽  
Basic Assumptions ◽  
Production Processes ◽  
Manufacturing Methods

In the paper the basic assumptions leading to identification of causes and to the elimination of waste occurring in production processes based on the assumptions of Lean Management and Lean Manufacturing are defined. Presented is the use of example applications for computer-assisted value stream mapping of production streams in industrial practice.

Sign in / Sign up

Export Citation Format

Share Document