Les stratégies d'allègement de coûts et d'effectifs dans le domaine de la santé

Exposé Sciences & technologies Médecine

Date de publication :

11/06/2009

Langue :

Anglais

Format :

.doc

Nombre de pages :

10 pages

Niveau :

avancé

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Sommaire :

Sommaire

Defining the actual process in emergency department
Value desired by the patient
The mudas
The value stream
1. Improve the patient wait times by analyzing the causes of an excessive waiting
2. Improve the patient safety
3. Increases Profits
The flow
The pull
The perfection

Résumé :

Lean thinking is not a manufacturing tactic or a cost-reduction program, but a management strategy that is applicable to all organizations because it has to do with improving processes. All organizations -including health care organizations- are composed of a series of processes, or sets of actions intended to create value for those who use or depend on them (customers/patients)" (Institute for Healthcare Improvement, 2005).
Like any industry, Healthcare has a product to deliver (treatment of patients) and the administrative processes that support the care givers, patients, and keep it running as a business. There is huge room for improvement in both of these areas, and of course problems in one have impact on the other.

With our way of lean thinking, we will first determine the value of the actual process: by accurately specifying the value desired by the patient; then identifying every step in the process (or "value stream," in the language of lean) by underlining the non-value-added steps, and eliminating waste (or muda in Japanese), and finally, making value flow from beginning to end based on the pull - the expressed needs- of the customer/patient.
Even though health care differs from manufacturing, there are also similarities: whether building a car or providing health care for patients, workers must rely on numerous and difficult processes to achieve their tasks and provide value to the customer or patient. Waste of money, time, supplies, or good will also decreases value in both cases.
Consequently, we hope that our lean principles can have a constructive impact on productivity, cost, quality, and timely delivery of services in an emergency department.