Blucorp is now available worldwide. Create Your Account today.
Lean for healthcare emphasizes the importance of continuous improvement and the involvement of all employees in the process.
Reduced Hospital Supply Inventory Cost
Reduced Operation Theatre Setup Time
Reduced X-Ray and MRI overall Lead Time
Reduced Key Hospital Machine Breakdown Time
Reduce Billing Errors
Space Saving
How Lean Healthcare helps business and organisation improve their productivities
A large hospital that we were consulting in Malaysia is facing challenges with long queues and time for the admission process, high inventory holding at hospital stores and shortage of some supplies, as well as errors in reports, X-Ray filing, and medication dispensing.
In one week, we implemented a range of solutions to address their challenges. We implemented LEAN Error Proofing (Pokayoke) to prevent errors in reports, X-ray filing, and medication dispensing. We also developed an Inventory Management system to optimise the hospital's store and reduce the holding of out-of-stock supplies. Additionally, we conducted Value Stream mapping and Kaizen to streamline the admission process and reduce wait times. Finally, we implemented LEAN Innovation to drive continuous improvement and ensure long-term sustainability.
The implementation of LEAN Error Proofing, Inventory Management System, Value Stream Mapping and Kaizen, and LEAN Innovation resulted in a 60% reduction in admission time, zero errors, an 80% reduction in stock out, and a 30% reduction in inventory cost.
A mid-sized specialist centre in Malaysia was facing several operational challenges, including long processing times leading to long queues in the diagnostics and imaging department, long waiting times in the OT room for setup, and a badly managed and disorderly filing system that causes frequent delays in data retrieval.
We engaged in a one-month LEAN project with the specialist centre. During this project, we utilised the methodology of value stream mapping and makigami mapping, kaizen, 5s, and quick changeover.
After the one-month engagement on LEAN projects, we were able to achieve a reduction of 35% in the diagnostics (imaging) process lead time, a 25% increase in the utilisation of MRI scanner, and the implementation of 5S for faster data retrieval. Additionally, the setup time for the OT room was also reduced by 45%.