Applying lean flows in pathology laboratory remodelling

Hayes, Kathryn J; Reed, Nick; Fitzgerald, Anneke; Watt, Vicki

doi:10.1108/jhom-03-2013-0064

Cited by 28 publications

(43 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The seven flows of lean manufacturing are the flow of raw material, the flow of work-in-progress, the flow of finished goods, the flow of machines, the flow of operators, the flow of engineering and the flow of information [22]. The mapping of the flows mentioned above allows us to understand how people and materials interact to add value to the product [23].…”

Section: Spaghetti Diagrammentioning

confidence: 99%

Implementing an AGV System to Transport Finished Goods to the Warehouse

Correia¹,

Teixeira²,

Ramos³

2020

Adv. sci. technol. eng. syst. j.

View full text Add to dashboard Cite

This work describes a case study carried out in an automotive company. The main objective was to increase the productivity of the last workstation of an assembly line by implementing an AGV System to transport finished goods to the warehouse. A comprehensive analysis of Value Added and Non-Value Added activities were performed to understand the current state of the workstation. By using the Spaghetti Diagram, the worker's movements were mapped and quantified. To eliminate motion and material transport and therefore increase productivity, an AGV system was implemented. To design this particular system, it was necessary to determine the required number of AGVs and their capacity, picking and delivery locations and the flow path. Activities such as transporting the containers and moving around to pick up the same containers were eliminated, thus contributing to a better ergonomics and an increase in safety. The Cycle Time was also reduced and therefore productivity was increased.

show abstract

Section: Spaghetti Diagrammentioning

confidence: 99%

Implementing an AGV System to Transport Finished Goods to the Warehouse

Correia¹,

Teixeira²,

Ramos³

2020

Adv. sci. technol. eng. syst. j.

View full text Add to dashboard Cite

show abstract

“…Delayed diagnosis, monitoring, and disease management can have adverse effects on patient recovery (Fernandes, Walker, Pricern, Marsden, & Haley, ). Although several solutions have been offered—including the redesign of the ED layout (Hayes et al, ), the decreased use of diagnostic tests (Nugus & Braithwaite, ; Van de Wijngaart, Scherrenburg, Van den, Van Dijk, & Janssens, ), and increased staffing (Jones, Darcy, Souers, & Meier, )—there is no consensus on the most efficient solution.…”

Section: Ed Overcrowdingmentioning

confidence: 99%

“…International literature suggests that, in addition to the over-representation of semiurgent and nonurgent patients, patient flow through an ED is hindered by seven key factors (Crawford et al, 2014). These include delayed: laboratory diagnostics (Hayes, Reed, Fitzgerald, & Watt, 2014); diagnostic radiography (Tambimuttu, Hawley, & Marshall, 2002); patient consultations (Forero, McCarthy, & Hillman, 2011); patient treatment (Pines, Prabhu, Hilton, Hollander, & Datner E., 2010); patient transfer from the ED to a hospital ward (Wong, Wu, Caesar, Abrams, & Morra, 2010) or surgery (Qureshi et al, 2011); and patient discharge from the ED to the community (Handel et al, 2010). These factors, each of which is addressed in turn, collectively reaffirm the interconnectedness between an ED and ancillary departments and services-both within and beyond the hospital.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Development of a cost‐optimization model to reduce bottlenecks: A health service case study

Lau

Nakandala

Evans³

et al. 2018

Expert Systems

View full text Add to dashboard Cite

With the increasing use of emergency departments, many public hospitals experience bottlenecks that hinder patient flow within the health system. Mitigating bottlenecks can enhance workflow efficiency and reduce patient wait‐time. Yet given the complexity of health services, current techniques have a limited capacity to address this issue. This article introduces an innovative generic cost‐optimization model based on genetic algorithm to alleviate bottlenecks without the need for complex mathematical analysis. A case study is presented to validate its feasibility, demonstrating an evidence‐based, pragmatic way to alleviate bottlenecks that practitioners can readily implement.

show abstract

“…43 44 It has been observed that if all relevant healthcare flows have not been considered, this can lead to inappropriate designs and inefficient use of space. 45 PULL -In manufacturing, pull refers to linking production activity to real demand. 30 46 This involves operating the system through pull signals that link internal processes.…”

Section: Introductionmentioning

confidence: 99%

Operationalising the Lean principles in maternity service design using 3P methodology

Smith¹

2016

BMJ Qual Improv Report

View full text Add to dashboard Cite

The last half century has seen significant changes to Maternity services in England. Though rates of maternal and infant mortality have fallen to very low levels, this has been achieved largely through hospital admission. It has been argued that maternity services may have become over-medicalised and service users have expressed a preference for more personalised care. NHS England's national strategy sets out a vision for a modern maternity service that continues to deliver safe care whilst also adopting the principles of personalisation. Therefore, there is a need to develop maternity services that balance safety with personal choice.To address this challenge, a maternity unit in North East England considered improving their service through refurbishment or building new facilities. Using a design process known as the production preparation process (or 3P), the Lean principles of understanding user value, mapping value-streams, creating flow, developing pull processes and continuous improvement were applied to the design of a new maternity department. Multiple stakeholders were engaged in the design through participation in a time-out (3P) workshop in which an innovative pathway and facility for maternity services were co-designed. The team created a hybrid model that they described as “wrap around care” in which the Lean concept of pull was applied to create a service and facility design in which expectant mothers were put at the centre of care with clinicians, skills, equipment and supplies drawn towards them in line with acuity changes as needed.Applying the Lean principles using the 3P method helped stakeholders to create an innovative design in line with the aspirations and objectives of the National Maternity Review. The case provides a practical example of stakeholders applying the Lean principles to maternity services and demonstrates the potential applicability of the Lean 3P approach to design healthcare services in line with policy requirements.

show abstract

Applying lean flows in pathology laboratory remodelling

Abstract: To the best of the authors' knowledge this is the first comprehensive report applying lean flows to pathology laboratory remodelling and one of the few applications of Lean Systems Thinking between departments and between separate health services organisations.

Cited by 28 publications

References 15 publications

Implementing an AGV System to Transport Finished Goods to the Warehouse

Implementing an AGV System to Transport Finished Goods to the Warehouse

Development of a cost‐optimization model to reduce bottlenecks: A health service case study

Operationalising the Lean principles in maternity service design using 3P methodology

Contact Info

Product

Resources

About