Lean waste assessment in a laboratory for training chemical analysts for the pharmaceutical industry

Muiambo, Cláudia Cahunda Eduardo; Joao, Isabel M.; Navas, Helena V. G.

doi:10.1108/ijlss-11-2020-0184

Cited by 6 publications

(3 citation statements)

References 43 publications

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“…It has been emphasized that the process of creating a lean laboratory differs according to the type and characteristics of the laboratory, although the basic processes used remain the same. Waste in activities is identified; processes are redesigned and improvement activities are conducted to better streamline the workflow and reduce waste (Muiambo et al , 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Reducing turnaround time in a pathology laboratory using the lean methodology

Akbulut

Usubütün

Durur

et al. 2023

IJLSS

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Purpose The aim of this study is to determine the effect of the application of the lean methodoloy in the pathology laboratory and to evaluate the results on the turnaround time. Design/methodology/approach This study was a prospective intervention study formed of the three stages of pre-intervention, determination of problem areas and the application of lean techniques and quality improvement. The study was conducted between February 2019 and August 2020. In the first stage, research was made through interviews, observations, questionnaires and seminars; in the second stage, observations, brain-storming, process flowcharts and fishbone diagram were used; and in the third stage, Kaizen, A3 method and spaghetti diagram were applied. Findings Following the application of lean techniques, turnaround time in the pathology laboratory was decreased, and the changes made in the working methods and placement of the units in the laboratory were found to have prevented unnecessary steps. The lean method was also determined to have had positive effects on the workplace satisfaction of the laboratory employees and of the physicians working with the laboratory. Originality/value The results showed that applying lean techniques could reduce waste and increase participation in processes. This article demonstrates its originality and relevance by proving that the lean techniques can be applied in the hospital laboratory. Actions to improve turnaround time are also crucial for the efficient use of resources.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Reducing turnaround time in a pathology laboratory using the lean methodology

Akbulut

Usubütün

Durur

et al. 2023

IJLSS

View full text Add to dashboard Cite

show abstract

“…As lean evolved as a philosophy, its application became wider. One example of the successful application of lean is in the pharmaceutical industry, especially in the laboratory as presented in the article [28], which showed the success of the use of lean in this area. The authors have found three types of waste; transport, waiting and defects to comprise almost 51.4% of the problem regarding lean assessment of the laboratory.…”

Section: Lean Application In Different Industriesmentioning

confidence: 99%

Influence of Bottleneck on Productivity of Production Processes Controlled by Different Pull Control Mechanisms

Tošanović

Štefanić

2022

Applied Sciences

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The goal of any lean implementation in production process is achieving better production performances and one of them is productivity. Among many lean principles, pull principle is the most complex to achieve. There are different production control mechanisms for achieving pull and making decision which one to apply can be demanding because sometimes it is not obvious which is the best for specific situation. Many different production parameters influence production process and for one production setting, one control mechanism is the best choice, but for another production setting it might not be. One goal of this study was to research the influence of bottleneck in the production process in regard to achieving better productivity by applying pull principle. Some of the literature considered deals with the topic of bottleneck and pull but focuses only on bottleneck or in addition on one another production parameter and most of the literature studies up to three different pull control mechanisms. One of the objectives of this study was also to fill the research gap in a way to investigate more mechanisms, particularly, according to the literature, those most widely used in various production conditions with emphasis on bottleneck. The advantage of this research is that in addition to the bottleneck, other parameters, namely the number of control cards, variations and processing time are considered. For that reason, simulation experimentation was conducted and as a result regression functions modelling the relationship between productivity and mentioned parameters for four different pull control mechanisms are gained. The analysis showed that the existence of a bottleneck affects the effectiveness of pull mechanisms in terms of productivity.

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“…Similarly, Leksic et al [6] mention that, in order to identify which lean tool to use and which one is best suited to the PSC under evaluation, the wastes Taichii Ohno identified should be taken into consideration. The wastes that are covered in this article are the following: defects, which are activities that do not generate value and affect the quality of products, information and/or services; overproduction, defined as excess production that consumes unnecessary time, money, effort, and inventory; extra-processing, which is a process or additional activity for processing unnecessary materials that do not add value to the product or service; waiting, which is the unnecessary idle time of resources and/or workers that the delay and/or availability of resources and information causes; transportation, which refers to equipment, goods, tools, documents or materials transported unnecessarily; inventory, related to the lack of control and accumulation of raw materials, products in process, and finished products; motion, which is the unnecessary movements of workers at workstation and/or plant; and non-utilized talent, which is considered as the underestimation of workers' skills, talents and knowledge to improve the process [7].…”

Section: Introductionmentioning

confidence: 99%

Impact of Lean Tools in the Supply Chain: Pharmaceutical Industry Perspective

Aguirre-Manrique,

Wong-Lam,

Chávez-Ugaz

2023

IJIMT

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The aim of this paper is to identify the impact of the application of lean tools in the pharmaceutical supply chain (PSC) through a literature review. Supply chain inefficiencies before and during the COVID 19 pandemic, most applied tools, and lean improvements found in the PSC are identified. Databases such as Scopus and Proquest were used to collect the peer-reviewed articles to be studied. Results show the most frequent inefficiencies in the supply chain are found in operating costs, scrap rates, delivery times, and drug shortages. The improvements identified can be summarized in three factors: cost reduction, time reduction, and improvement in the management of activities. The most studied tools are Kaizen, Kanban, Total Quality Management (TQM), and Value Stream Mapping (VSM). Literature reveals that lean tools have a significant impact on quality improvement of information, products and/or services, as well as on the reduction or elimination of activities that do not generate value; in addition, there is little evidence of reduction of unnecessary movements of workers. The value of this paper addresses the impact of the pandemic on PSC, describing the versatility that each of the tools had in their role to reduce lean wastes. The versatility allows to identify which tool may be available according to the need of the practitioner.

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Lean waste assessment in a laboratory for training chemical analysts for the pharmaceutical industry

Cited by 6 publications

References 43 publications

Reducing turnaround time in a pathology laboratory using the lean methodology

Reducing turnaround time in a pathology laboratory using the lean methodology

Influence of Bottleneck on Productivity of Production Processes Controlled by Different Pull Control Mechanisms

Impact of Lean Tools in the Supply Chain: Pharmaceutical Industry Perspective

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