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Abstract:
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This research is the first phase of research to improve the process of service with lean conceptual. This
research is a case study of Ranong Hospital. The purposes of this study were to investigate the service process of
Ranong Hospital, and to investigate the frame concept of improving the service process of Ranong Hospital to be
more effective. The Lean concept was used to help in analysis of the work process. It also provided a framework
for improving the development of new services. Data were collected by interviewing five nurses and three staff
members. The data were analyzed by using descriptive statistics. The results of the research showed that the new
work process has been developed depending on the relevant stakeholders. There were 22 processes of the original
version of service process that took an average of 74.5 minutes, and 18 processes of the new version of service
process that took an average of 45 minutes. Explicitly, it helped in process analysis to reduce losses and reduce
processes to make the process more efficient. In terms of process improvement, the downtime was as high as 29.5
minutes, or 39.59 percent of the reduction in work time. As a result of improvements, it reduced redundant
processes, reduced waiting times, and it was reduce number of the workers by integrating a consistent workflow
into the same process. The process didn’t produce value, it cuts out. It could handle the problem of waste service.
The results of the hospital service improvement study show the needs and have the basics to managed quality. The
results of this study show the tight, the effectiveness, and suitability for the context of the organization. |