Accelerate Out Patient Health Services with Lean Service

Meilani, Difana and Elysa, Feli and Siska, Merry (2014) Accelerate Out Patient Health Services with Lean Service. The International Conference on Science and Technology for Sustainability (ICosTechs 2014), 1. ISSN 2356-542X (Submitted)

This is the latest version of this item.

Text (Accelerate Out Patient Health Services with Lean Service)

Download (1MB) | Preview


Nowadays, industries and companies do not only focus on producing products and services, but also improving the services. This happens because the demand of services by the customers rise sharply. Hospitals as a service industry need to improve their services to the patients. They have to reduce the non-value activities and provide more value activities in order not to waste the patients’ time. This can be done by applying Lean Approach. Installation out patient in Dr. M. Djamil hospital is the place where services are found. Cardiac poly has the biggest numbers of patients. Here, lean was used to identify waste by using big picture mapping tool. The method was value stream mapping which includes the detailed mapping of the process activities. Observation and research showed that the average length of service for each patient's heart was 127 minutes and this is judged as spending too much time. 22 minutes 20 second was categorized as the value added activity, 5 minutes 44 seconds as transportation time, while the rest 99-minute 38 seconds as waiting (delay) time. This 99 minutes 38 seconds is the non-value added activity. It is said as waste if related with waiting, unappropriate processing, unnecessary motion, and unnecessary inventory. Waste appears because of the unimplementation one piece flow system, the unclear of SOP (Standard Operational Procesure), and the lack of discipline time. To eliminate waste, it is recommended to improve one piece flow in flow documents, to make a clear SOP, to arrange a good layout on patient service facilities, to deploy principle of 5S, to improve time service discipline, and to increase appreciation of employees’ working achievement. By applying the recommendation above and by deleting several waiting activities, the total patient service time can be reduced from 127 minutes to 75 minutes. Customers’ value ratio will increase from 21.19% to 26.7%. Keywords – Lean, waste, big picture mapping, value stream mapping

Item Type: Article
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Fakultas Teknik > Industri
Depositing User: Difana Meilani
Date Deposited: 21 Feb 2019 11:11
Last Modified: 25 Feb 2019 10:05

Available Versions of this Item

Actions (login required)

View Item View Item