Lean healthcare applied systematically in a medium-sized medical clinic hospitalization

Abstract

PurposeThe objective of this paper is to propose a systematic application of Lean Healthcare in the hospitalization activity in the medical clinic entry process.Design/methodology/approachThe methodology used is established in three stages: the first aims to map the process in which the focus activity is inserted, using lean tools, as well as integrating the employees involved in the application. The second is the proposal to apply the systematic, together with the employees, using the A3 tool step by step. Finally, the third stage confirms the applied systematic, collecting the results and analyzing the initial situation with those reached.FindingsAs a result, improvements were made in the medical clinic entry process, such as reduced waiting time for patients, at approximately 53.8%, with a decrease in the standard deviation of the times – of approximately 79.14%, and displacement of those involved, of 72%, in addition to eliminating unnecessary activities for the process. Furthermore, the empirical results on the efficiency of this systemic application in medical clinic enable the replication of this proposal, generating a systematic.Research limitations/implicationsDespite establishing a systematic proposal with real results, it is focused on only one application, due to time limitations, may generate a subjective evaluation of the systematic. Thus, for future research, it is recommended to expand this systemic application in other activities of different processes.Practical implicationsThe practical implications of this paper are precisely related to the data obtained with the application made, developing a Lean Healthcare systematic not previously seen, which is strategic, systemic and has a roadmap to assist in its application and, in addition, brings with it practical results that prove their efficiency.Social implicationsThe social implications of this paper are presented in its empirical results, considering that the study hospital serves, in addition to its host city, 28 other smaller municipalities around it, improving the flow of processes, ensuring better management of the clinic doctor. In addition, the results can assist the processes flow of other medical clinics in hospitals around the world, especially at critical moments, such as pandemics or epidemics.Originality/valueDue to the positive results obtained in the systematic application, this paper fills a gap identified in the literature, proposing a systematic application of Lean Healthcare that is systemic and strategic, in addition to including a roadmap and analysis of data applied in a medium-sized Brazilian hospital, presenting positive practical results exposed in the paper.

Unveiling the Impact of Lean Leadership on Continuous Improvement Maturity: A Scoping Review

“…Regarding engagement, most HCOs reported active engagement of leaders in LM practices, including high-level management support. 15 , 16 , 29 , 30 , 39 , 50 , 53 , 54 Lastly, leaders of HCOs in this stage commonly used previously achieved results to demonstrate LM’s ability to enhance staff commitment and participation in LM. 15 , 29 , 30 , 50 , 51 …”

“…Most HCOs in this stage reported that their leaders successfully created awareness of CI as a cultural development. 15 , 29 , 30 , 50 , 53 , 54 Additionally, leaders in two-thirds of the HCOs aligned the implementation of LM with the organization’s strategy. 29 , 30 , 50 , 53 , 54 Regarding integration through LM, a significant proportion of leaders in this stage aimed to achieve cross-sectional alignment with LM activities 29 , 39 , 50 , 53 , 54 and involve multiple silos during LM activities.…”

“… 15 , 29 , 30 , 50 , 53 , 54 Additionally, leaders in two-thirds of the HCOs aligned the implementation of LM with the organization’s strategy. 29 , 30 , 50 , 53 , 54 Regarding integration through LM, a significant proportion of leaders in this stage aimed to achieve cross-sectional alignment with LM activities 29 , 39 , 50 , 53 , 54 and involve multiple silos during LM activities. 15 , 30 , 50 , 54 However, in contrast to the Expert stage, HCOs in the Intermediate stage did not report a shared responsibility for LM outcomes and developing a culture of CI.…”

“…Leaders of half of the HCOs operating in the Intermediate stage reported utilizing visual learning methods and conducting regular meetings to discuss problems, 29 , 50 , 53 slightly more than in the Beginner stage. Moreover, a notable distinction from the first stage is that leaders in most HCOs in the Intermediate stage focused on enhancing the autonomous problem-solving abilities of staff, 15 , 16 , 29 , 30 , 39 , 50 , 53 , 54 a result similar to the Expert stage.…”

“…Additionally, it is common in this stage for leaders to involve clinical management and appoint mid-level/frontline leaders as project leaders. 15 , 29 , 30 , 39 , 50 , 51 , 53 Furthermore, approximately half of HCOs reported successfully establishing clear roles within their teams 15 , 29 , 30 , 39 , 51 and achieving shared agreement on project goals. 29 , 51 , 54 …”