Improvement of the Service Process Based on Lean Concept: A Case Study of Salaya Hospital

Abstract

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.