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Abstract:
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This study is the first phase of the research in improving the service process using the lean concept in a case
study of Salaya Hospital. The purposes of this study were to investigate the service process of Salaya Hospital,
and to frame the concept of improving the service process of Salaya Hospital. The lean concept was used to help
the analysis of work process more effective. It also provided a framework for improving new services. The
participants consisted of a director, two doctors, five nurses and three staff members. The data were analyzed by
employing descriptive statistics. The results of the research showed that the new version of work process that has
been improved by utilizing information from the relevant stakeholders. It was presented that the 27 processes of
the traditional version which took an average of operating time of 71 minutes was re-managed into 20 processes
which took an average of operating time only 35 minutes. The lean concept could help the process analysis to
reduce time-consuming and processes to make the process more efficient. In terms of process improvement, the
downtime was as high as 36 minutes or 49.30 percent of the reduction in work time as a result of improvements by
reducing redundant processes, reducing waiting times, and integrating a consistent workflow into the same
process. The process did not produce value, nor cut out. Moreover, it could handle the problem of waste service.
The results could also see the needs, and be able to know the basics of quality management through the hospital
service improvement study. Besides, the results of this study can have strong, effective as well as suitable effects
for the context of the organization. |