The use of Lean tools to reduce inpatient waiting time in a Thai public hospital: an action research study

Abstract

Purpose The aims of this paper are to illustrate the use of Lean tools to reduce inpatient waiting time and to evaluate critical success factors of Lean implementation in an inpatient pharmacy in a Thai public hospital. Design/methodology/approach This study was carried out through action research methodology by following four key phases: identification of problems; planning action; taking action; and evaluation. In the “taking action” phase, Lean tools, including value stream mapping and 5S were implemented to improve dispensing process in an inpatient pharmacy. In the “evaluation phase”, the critical success factors of Lean implementation in an inpatient pharmacy were evaluated by the participants. Findings Lean methodology was successfully implemented to reduce the waiting time associated with a three days dose distribution system. As a result of Lean application, the average process time reduced from 8.81 to 7.2 min and the standard deviation reduced from 5.49 to 4.45 min. Moreover, the support of middle management and the leadership were the key success factors of Lean implementation in an inpatient pharmacy. Practical implications Hospitals can improve the dispensing process by using Lean tools which are easy to apply and use. This study is appropriate for hospital managers looking for changes in pharmacy services or other departments. Originality/value This is the first study that has applied Lean tools to improve the dispensing process in an inpatient pharmacy in Thai hospitals. This study offers important insights into the critical success factors of Lean employment in the inpatient pharmacy.

Efisiensi Waktu Pelayanan Pasien dengan Metode Lean Management : Literature Review

“…Keseluruhan penelitian ini yang dilakukan di berbagai negara seperti Saudi Arabia, China, Italia, Inggris, Amerika Serikat, Thailand, dan Yordania menunjukkan bahwa dengan menerapkan metode lean management memberikan perbaikan terhadap lamanya waktu pelayanan dan waktu tunggu pasien. Efek dari penerapan lean management di rumah sakit antara lain penurunan waktu tunggu pasien, yang terjadi di sebagian besar hasil penelitian seperti di rumah sakit di Saudi Arabia, China, Italia, Inggris, Amerika Serikat dan Thailand (3,4,6,12,13 ). Selain itu penerapan lean juga mengurangi waktu tunggu resep apotek di Yordania (7).…”

“…Lean biasanya dikaitkan dengan peningkatan produktivitas dan efisiensi dengan mengurangi kegiatan yang tidak bernilai tambah (non value added dan waste). Non value added yang perlu dihilangkan adalah menunggu proses pendaftaran, menunggu mendapatkan tempat tidur, pemeriksaan obat berulang di apotek, dan mencari ruang pemeriksaan karena petunjuk yang kurang jelas (4,6,7,13). Waste yang berupa tata ruang tidak efektif, pengelolaan persedian yang belum sesuai standar, sistem informasi rumah sakit yang belum sesuai pun dapat diperbaiki dan ataupun dihilangkan sehingga dapat mengoptimalkan system pelayanan rumah sakit (6,.8, 12).…”

5S management improves the service quality in the outpatient-emergency pharmacy: from management process optimisation to staff capacity enhancement

“…Any disordered operation in the hospital could possibly have serious consequences, even medical negligence, threatening the health and lives of patients. The complexity of the organisation and its target for high quality and efficiency drive the application and popularisation of Lean management in a hospital, which has been demonstrated successfully in workspace standardisation and quality improvements 4–9. As an important part of the medical service in a hospital, the outpatient pharmacy is in urgent need of a management pattern pursuing both quality and efficiency to satisfy the medication needs of patients from all the outpatient clinical departments.…”