Implementação Do Lean Healthcare: Experiências E Lições Aprendidas Em Hospitais Brasileiros

Régis, Tatyana Karla Oliveira; Gohr, Cláudia Fabiana; Santos, Luciano Costa

doi:10.1590/s0034-759020180104

Cited by 25 publications

(34 citation statements)

References 22 publications

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“…As a management tool for the Care Unit, daily management was adopted, a method adapted from the Lean Model (10) , with active participation of nurses in order to expedite and monitor the patient's treatment including, in particular, monitoring the length of stay in the unit, according to the schedule made at admission. The method consists of extended multi-professional and daily visits by nurses, clinicians, surgeons, physiotherapists, social workers, pharmacists and nutritionists.…”

Section: Nsmm Care Process and Main Nursing Care Resultsmentioning

confidence: 99%

Implementation of the Nursing Services Management Model in 16 hospitals

et al. 2021

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Objectives: to describe the main aspects and relevant results of the implementation of the Nursing Services Management Model in hospitals managed by social health organization, from 1998 to 2018. Methods: experience report of the model implemented in 16 hospitals in the state of São Paulo, Brazil. Results: the actions and monitoring of the implementation were based on protocols considering: management model and structure of the nursing service in hospitals; care process and main nursing care results; and people development. Final Considerations: the implementation of methods that ensure the well-being of nursing professionals is directly related to effective care, in which the practice is driven by quality and autonomy. Promoting a culture of care excellence, at different levels of management and care, has generated better expectations and motivation. It was found that the commitment of managers, by providing resources, resulted in improvements in the quality of nursing services.

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Section: Nsmm Care Process and Main Nursing Care Resultsmentioning

confidence: 99%

Implementation of the Nursing Services Management Model in 16 hospitals

et al. 2021

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“…Esses autores conseguiram observar a eliminação de 96% de processos desnecessários, diminuição do lead time do paciente em 84% e o aumento da quantidade de cirurgia em 10,6%. Régis et al (2017) examinaram a aplicação do Lean em 3 hospitais, localizados em São Paulo, e seus resultados, além da metodologia de aplicação, incluem a análise da filosofia implementada em mais de 10 setores de cada hospital. Os autores constataram a repetição do MFV, Kaizen e padronização.…”

Section: );unclassified

Lean healthcare no Brasil: uma revisão bibliométrica

Vieira

Menezes

Pimentel

et al. 2020

Rev. Gest. Sist. Saúde

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O setor de saúde brasileiro possui problemas como superlotação de leitos e longos períodos de espera. Recentemente a filosofia lean abrangeu a saúde, denominando-se Lean Healthcare, com o propósito diminuir ou eliminar os problemas que esta área enfrenta. Este trabalho possui como objetivo realizar uma revisão bibliométrica sobre o Lean Healthcare visando identificar as regiões do Brasil que mais pesquisam, detalhando as ferramentas utilizadas e respectivas áreas em que foram aplicadas. Como metodologia, utilizou-se um procedimento sistemático exploratório de extração de trabalhos das bases de dados Scielo, Google Academic, Science Direct, Engineering Village e Scopus com análise qualitativa facilitada pelo software StArt. Foram selecionados 66 artigos de 137 e encontradas mais publicações na região sudeste. Houve maior uso do Mapeamento de Fluxo de Valor (81,3%) e Kaizen (25,8%) além de outras ferramentas, em muitas áreas hospitalares. A área cirúrgica (21,2%), a área de urgência e emergência (16,7%); a área quimioterápica, oncológica, radioterápica (13,6%) possuíram maior destaque nos estudos. Encontrou-se também apenas 24,2% estudos com implementações das recomendações feitas. Esta revisão bibliométrica traz indicadores que demonstram os impactos da prática do Lean Healthcare apenas em hospitais brasileiros, além da disparidade das regiões implantadas e a relação entre áreas hospitalares e ferramentas.

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“…The results of these studies and in many other reviews (4,16,19,21,22) showed the processes of implementing Lean Healthcare had many similarities based on an understanding of the processes involved in flows of patients, materials or information. The most common tools were visual management, spaghetti map, time and motion studies, value stream mapping (VSM), Kaizen principles, standardization, (17,18,23) process mapping (11,24) and semi-structured interviews, documentary analyses and nonsystematic observations (23).…”

Section: Lean Principles and Tools Usage In The Healthcare Fieldmentioning

confidence: 99%

Lean Healthcare applied toward turning a Pharmacy Service Patient Centered

Zanotto

Bittencourt²,

Tortato³

et al. 2020

VITTALLE, ISSN 1413-3563, Rio Grande, Brasil

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Introduction. Pharmaceutical service optimization requires a comprehensive understanding of resource usage. The aim of the study is to analyze how Lean Healthcare principles can contribute toward turning a pharmacy service patient-centered and value oriented. Methods. Understand how clinical pharmacists’ resources are effectively used by patients in an academic hospital using lean tools, such as value stream mapping and activity designation matrix, determine the amount of time each professional is involved in specific activities, and identify activities that add value. The data were mainly obtained through interviews with professionals, time-motion observational studies, chronoanalysis and meetings with the head of the unit. Results. A process flow map is designed for clinical pharmacy services, and it considers the relationship between the activities and their added value base. An exploration of the map shows that the activity “clinical rounds” is the most time consuming (27%) and not necessarily considered value-added by both parties (pharmacists staff and head of service). It is notable the opportunity the service has to prioritize the high-risk patients and to make a good time management; furthermore, activities that are of high value to patients are being performed and monitored by interns. Conclusions. The role of pharmacists should evolve from now on to be congruent with the new realities of healthcare. When value is questioned, we are encouraged to reflect on the activities engaged in by professional pharmacists in a clinical/surgical unit of a hospital. Through these tools, we could infer how the system is engaged and how it can be transformed toward added value.

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Implementação Do Lean Healthcare: Experiências E Lições Aprendidas Em Hospitais Brasileiros

Cited by 25 publications

References 22 publications

Implementation of the Nursing Services Management Model in 16 hospitals

Implementation of the Nursing Services Management Model in 16 hospitals

Lean healthcare no Brasil: uma revisão bibliométrica

Lean Healthcare applied toward turning a Pharmacy Service Patient Centered

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