Lean Six Sigma and anesthesia

Cançado, Thais Orrico de Brito; Cançado, Fernando Brito; Torres, Marcelo Luís Abramides

doi:10.1016/j.bjane.2019.09.004

Cited by 6 publications

(4 citation statements)

References 46 publications

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“…Waste is any activity that consumes resources and does not add value to the product. It corresponds to any and every resource spent on the execution of a product or service beyond what is strictly necessary (4,16) . Waste, or activities that do not add value (NAV), can be exemplified as follows: wasting labor or knowledge; defects in the final product or final products in need of repair; stocks that have to be worked on; excess overproduction; waiting time/people waiting for things to arrive; unnecessary human movement; activities that do not add value to the process, but that shall be carried out (4) .…”

Section: Lean Six Sigmamentioning

confidence: 99%

“…It is reiterated that the demands of health services have been increasing and one of the challenges for hospital management is to balance best care practices with financial sustainability. Therefore, it becomes important to incorporate new working methods and tools, evaluating and improving processes that work properly and checking for the possibilities of improvement, with the introduction of new Health technologies and management tools (4) .…”

Section: Introductionmentioning

confidence: 99%

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Process-based Management aimed at improving health care and financial results

Brancalion

Lima

2022

Rev. esc. enferm. USP

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The limited resources allocated to the health area and the growing demands require leaders’ qualified and committed performance in hospital management. In this perspective, the objective of this study is to reflect on the management practices that can be applied to hospital facilities to achieve better care and financial results. Among them, process-based management proposes an approach for continuous process improvement to achieve desired results; the method Lean Six Sigma allows identifying and eliminating waste in production processes; the continuous improvement model combines practical knowledge with the knowledge of how the system to be improved works, through observations and changes that allow its results measurement; and cost management and value-based healthcare provides for care mapping, from beginning to end, to assess what actually adds value to patients. The contributions of implementing these practices are recognized worldwide; using them, processes can be increased, improving efficiency, reducing waste, adding value to the business, increasing its revenue, and resulting in savings that can be passed on to the consumer, by improving quality.

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Section: Lean Six Sigmamentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Process-based Management aimed at improving health care and financial results

Brancalion

Lima

2022

Rev. esc. enferm. USP

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“…Para Kulkarni et al (2019) o Lean Six Sigma propicia a melhoria de processo pois maximiza o valor das partes interessadas, melhorando a qualidade e a velocidade, enquanto diminui o desperdício e os custos dos produtos ou serviços (Bhat et al, 2019). A metodologia Lean Six Sigma tem sido aproveitada em muitas organizações de saúde para aumentar as atividades de valor agregado para atender às necessidades de seus pacientes melhorando o desempenho da qualidade da assistência médica, como atendimento de enfermagem, segurança do paciente, reduzindo a permanência hospitalar e tempo de espera para atendimentos (Cançado et al, 2019). METODOLOGIA O Brasil foi escolhido para o estudo por integrar sistema de saúde universal com as seguintes dimensões: reformas no setor saúde, organização, financiamento das ações e serviços de saúde, prestação e regulação dos serviços (Figueiredo et al, 2018).…”

Section: Investimento Hospitalarunclassified

Hospitais Privados No Brasil E Canadá

Marques

Serrasqueiro²,

Nogueira³

2022

RAHIS

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Este estudo tem como objetivo analisar os hospitais privados do Brasil e do Canadá, países que possuem gestão de recursos de saúde díspares, considerando as análises de desempenho realizadas pelos gestores dos hospitais, como suporte à tomadas de decisão de investimento. Realizado um transversal quantitativo, os dados foram analisados através do SPSS Statistic. Os achados revelam a importância do envolvimento, habilidades e capacidades do gestor hospitalar que estão associados as melhores análises de desempenho. Como resultados, as instituições hospitalares foram caracterizadas, os perfis dos gestores destes hospitais foram traçados e foram destacadas as principais análises de desempenho realizadas nos hospitais, bem como a formação da estrutura do capital e os investimentos realizados nos últimos cinco anos por estes hospitais. Verificado, na opinião dos respondentes, se a formação do gestor hospitalar deve ter origem na Medicina. Ao comparar características dos hospitais privados, com diferentes formatos de alocações de recursos e de sistemas de saúde totalmente descentralizado (Canadá) com parcialmente descentralizado (Brasil) este estudo visa compreender a influência dos Sistemas Nacionais de Saúde no desempenho dos hospitais privados.

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“…Moreover, the expected improvement in the patient flow, quality of care, and efficiency may result in an improvement in patient and staff satisfaction. Despite the fact that several studies in healthcare reporting LSS [83][84][85] or simulation [86,87] interventions have also reported measures related to patient or staff satisfaction, we did not identify studies reporting on the effects that the dual intervention has on satisfaction. Based on these arguments, two research questions emerge: RQ5.…”

Section: Introductionmentioning

confidence: 99%

Lean, Six Sigma, and Simulation: Evidence from Healthcare Interventions

et al. 2022

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In the Industry 4.0 era, healthcare services have experienced more dual interventions that integrate lean and six sigma with simulation modeling. This systematic review, which focuses on evidence-based practice and complies with the PRISMA guidelines, aims to evaluate the effects of these dual interventions on healthcare services and provide insights into which paradigms and tools produce the best results. Our review identified 4018 studies, of which 39 studies met the inclusion criteria and were selected. The predominantly positive results reported in 73 outcomes were mostly related to patient flow: length of stay, waiting time, and turnaround time. In contrast, there is little reported evidence of the impact on patient health and satisfaction, staff wellbeing, resource use, and savings. Discrete event simulation stands out in 74% of the interventions as the main simulation paradigm. Meanwhile, 66% of the interventions utilized lean, followed by lean-six sigma with 28%. Our findings confirm that dual interventions focus mainly on utilization and access to healthcare services, particularly on either patient flow problems or problems concerning the allocation of resources; however, most interventions lack evidence of implementation. Therefore, this study promotes further research and encourages practical applications including the use of Industry 4.0 technologies.

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Lean Six Sigma and anesthesia

Cited by 6 publications

References 46 publications

Process-based Management aimed at improving health care and financial results

Process-based Management aimed at improving health care and financial results

Hospitais Privados No Brasil E Canadá

Lean, Six Sigma, and Simulation: Evidence from Healthcare Interventions

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