Application of Lean Concept to Improving Service Processes of Cardiovascular Clinic, Maharaj Nakorn Chiang Mai Hospital
Keywords:
Lean Concept, service process, cardiovascular clinicAbstract
Objective: To improve the service processes of the Cardiovascular Clinic, Maharaj Nakorn Chiang Mai Hospital, using the Lean Concept
Design: Developmental research
Methodology: This study employed a sample of 13 members of the Cardiovascular Clinic’s personnel and was conducted in three stages: pre-development, development, and post-development. The study sample was the number of observations of individual activities in the nursing service processes, ranging between 20 and 74 as calculated based on the standard time. The research instruments comprised 1) a table explaining activity types in the service process; 2) a process flow diagram; 3) an activity value analysis form; 4) an activity time recording form; and 5) group-interview question guidelines concerning obstacles to and recommendations for service process improvement. The data were analysed using descriptive statistics, namely, mean, SD, and range. The problems, obstacles, and recommendations were analysed using the content analysis.
Results: In total, four major service processes and 19 individual activities were improved through the Lean Concept, with the number of individual activities reduced from the pre-development stage by three. The standard duration of an improved service process was 93.59 minutes, which was 36.07 minutes faster than the pre-development duration. The major obstacles and recommendations identified concerned 1) the administration; 2) the personnel; 3) the communication; and 4) the equipment.
Recommendations: Nursing administrators can use the findings of this study as baseline data to implement the Lean Concept to improve the quality of service provided by other units within the organisation.
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