Creating a Detailed Process Map

LEANING-OUT A PROCESS 2

Leaning-Out a Process

I have been admitted to the hospital and I am needed to fill in some duplicate documents to be assigned a bed as an in-patient.

Filling in the duplicate documents needed for my admission results to waste of inappropriate processing since one copy of the documents should be sufficient for the admission process. (Hallam, C. R. (2018). This in turn will lead to waste of unnecessary inventory where the hospital will then have more document inventory than is required. These methodical problems result in augmented lead time, hinders swift identification of patients and problems. This in turn will result to waste of waiting, where the patient’s time will be used unproductively while the hospital personnel is searching for duplicated documents in their increased inventory.

To address the excessive paperwork as a waste from inappropriate processing, the hospital could apply an SOP (Standard Operating procedures) to offer printed directives for all its workers. These SOPs will make sure the standardization of approaches across personnel and shifts, mixed with on-the-job training, is an extremely effective way to enhance the excellence of service as well as guaranteeing the lessening of overprocessing. (de Barros, L. B. (2021). To implement the new SOPs, the facility should start by facilitating culture change in the hospital, motivating incessant enhancement in procedures, and enabling clear communication and collaboration.

To address the waste from unnecessary inventory, the hospital should apply a value streaming mapping tool. This technique would be used to generate a graphic guide of every constituent essential to deliver services in the hospital with the objective of evaluating and improving the entire procedure. Thereby, the tool will detect the problem of unnecessary inventory and enable the personnel to optimize the process. Value stream mapping could be implemented in the hospital by means like facilitating culture change in the hospital, motivating incessant enhancement in procedures, and enabling clear communication and collaboration.

To address the waiting waste, the facility could apply a takt time tool. This tool calculates the time available apportioned by demand. It is possible to evaluate procedures and patients and use that data to restructure the processes Since time waste is a result of a lack of synchronization of processes in the hospital, calculation of takt time will lead to a streamlined process, thereby minimizing waiting waste. (Bharsakade, R. S. (2021). To implement the tool, the project manager should first gauge distinct cycle times. They should then include that information into the formula to compute takt time. To begin positioning the facility procedures to the takt time, begin separating the work that goes into procedures into non-value and value-adding actions. This should be trailed by the elimination of non-value adding time and offsetting the workload of the workers.

References

Hallam, C. R., & Contreras, C. (2018). Lean healthcare: scale, scope and sustainability. International journal of health care quality assurance.

Bharsakade, R. S., Acharya, P., Ganapathy, L., & Tiwari, M. K. (2021). A lean approach to healthcare management using multi criteria decision making. Opsearch, 1-26.

de Barros, L. B., Bassi, L. D. C., Caldas, L. P., Sarantopoulos, A., Zeferino, E. B. B., Minatogawa, V., & Gasparino, R. C. (2021). Lean Healthcare Tools for Processes Evaluation: An Integrative Review. International Journal of Environmental Research and Public Health, 18(14), 7389.