SAĞLIK İŞLETMELERİNDE YALIN UYGULAMALAR ÜZERİNE GENEL BİR LİTERATÜR TARAMASI

Yıl 2015, Cilt: 1 Sayı: 1, 5 - 20, 04.11.2015

Doç.Dr. Selami Yıldız Arş.Gör.Fuat Yalman

Öz

Yalın yaklaşım, hastanelerin organizasyonunu ve yönetim şeklini değiştirebilen, hastanelerin hatalarını, bekleme sürelerini azaltarak hasta bakım kalitesini arttırmalarına imkân sağlayan, çalışanları ve yönetimi destekleyerek hizmet akışındaki engelleri ortadan kaldıran ve hasta odaklı sağlık hizmeti sunmaya imkân sağlayan bir yaklaşımdır

Anahtar Kelimeler

Yalın Uygulama, Sağlık İşletmeleri, Süreç İyileştirme, Yalın Sağlık Yönetimi

SAĞLIK İŞLETMELERİNDE YALIN UYGULAMALAR ÜZERİNE GENEL BİR LİTERATÜR TARAMASI

Öz

The purpose of this study is to give a general overview with lean manufacturing about lean applications made so far to healthcare manager seeking to implement lean manufacturing. The lean principles applied in the past to the present sample of hospitals in the health institutions have been made of the existing literature review. The study focuses on to the explanation of lean concept, the implementation process, the difficulties, the obstacles and the results of impact on the service performance of the implementation of lean production methods. According to the survey; Lean production in healthcare is mostly used as a process improvement approach and focuses on three main areas. They are defining value from the patient point of view, mapping value streams and eliminating waste in an attempt to create continuous flow. And also Value Stream Mapping is the most frequently applied Lean tool in healthcare

Anahtar Kelimeler

Lean Implementation, Health Institutions, Process Improvement, Lean Healthcare Management

Kaynakça

• Abdullah, M. M., Uli, J. and Tari, J. J. “The Influence of Soft Factors on Quality Improvement and Performance: Perceptions from Managers,” The TQM Journal, vol. 20, no. 5, pp. 436-452, 2008.
• Ahamd, I. and Din, S. U. “Patients’ Satisfaction from the Health Care Services,” Gomal Journal of Medical Sciences, vol. 8, no. 1, pp. 95-97, 2010.
• Aherne J. Think lean. Nursing management. 2007; 13(10): 13-15.
• Aktan C.C., Vural İ.Y, Rekabet Gücü ve Türkiye, 12, TİSK Yayınları, Yayın No: 255, Ankara, (2004).
• Aktan C.C., Vural İ.Y, Yeni Ekonomi ve Yeni Rekabet, 14, TİSK Yayınları, Yayın No: 253, Ankara, (2004).
• Alukal, George (2003), “Create a Lean, Mean Machiene”, Quality Progress, 36 (4), 29-34.
• Aslan, Şebnem (2003), Hastane İşletmelerinde Örgütsel Çatışma: Teori ve Örnek Bir Uygulama (Doktora Tezi, Selçuk Üniversitesi Sosyal Bilimler Enstitüsü, 2003).
• Aslantaş, T., (2006). Yalın Üretim Felsefesi, Yöntemleri ve Kanban Tekniğinin Otomotiv Sektörüne
• Uygulanması, Gazi Üniversitesi Mühendislik Mimarlık Fakültesi, Endüstri Mühendisliği ABD, Ankara. Bahensky JA, Roe J, Bolton R. Lean Sigma—Will It Work for Healthcare? Journal of Healthcare Information Management. 2005; 19(1):39-44.
• Ballé M, Regnier A. Lean as a learning system in a hospital ward. Leadership in Health Services. 2007; 20(1): 33
• Ben-Tovim D, Bassham J, Bolch D, Martin M, Dougherty M, Szwarcbord M. Lean thinking across a hospital: redesigning care at the Flinders Medical Centre. Australian Health Review. 2007;31(1):10-15.
• Ben-Tovim D, Bassham J, Bennett D, et al. Redesigning care at the Flinders Medical Centre: Clinical process redesign using" lean thinking". Medical Journal of Australia. 2008;188(6):27-31.
• Brandao de Souza, L. (2009), Trends and approaches in lean healthcare, Leadership in Health Services 22(2): 121
• Brandao de Souza, L. (2009), Trends and approaches in lean healthcare, Leadership in Health Services 22(2): 121
• Bushell S, Mobley J, Shelest B. Discovering lean thinking at Progressive Healthcare. Journal for Quality and Participation. Vol Summer; 2002:20-25.
• Çetik ve Oğulata, “Hastane Hizmet Birimleri Arasında İş Akışının Ergonomik Açıdan Düzenlenmesi”, http://sbu.saglik.gov.tr/Ekutuphane/kitaplar/m17.pdf, Erişim Tarihi: 13.12.2014.
• Cooper, Philip D. (1994), “Health Care Marketing: A Foundation for Managed Quality”, Aspen Publishers, Third Edition.
• Cowing, M., Ramay, C. M. D., Ramaya, K. and Szmerekovsky, J. “Health Care Delivery Performance: Service, Outcomes, and Resource Stewardship,” The Permanente Journal, vol. 13, no.4, pp. 72-77, 2009.
• De Souza L. Trends and approaches in lean healthcare. Leadership in Health Services. 2009; 22(2): 121-139.
• Dickson EW, Singh S, Cheung DS, Wyatt CC, Nugent AS. Application of Lean Manufacturing Techniques in the Emergency Department. Journal of Emergency Medicine. 2008; 37(2):177-182.
• Endsley S, Magill MK, Godfrey MM. Creating a lean practice. Family Practice Management. 2006;13(4):34
• Esain A, Williams S, Massey L. Combining planned and emergent change in a healthcare lean transformation. Public Money & Management. 2008; 28(1):21-26.
• Fillingham D. Can lean save lives? Leadership in Health Services. 2007; 20(4):231-241.
• Folinas, D. and Faruna, T. “Implementing Lean Thinking Paradigm Practices In Medical Set Up,” Business Management Dynamics, vol. 1, no. 2, pp. 61-78, 2011.
• Graban, M., (2011). Yalın Hastane, Pınar Şengözer (Çev.), Optimist Yayınları, İstanbul.
• Gubb, J. and Bevan, G. (2009), Have Targets done more harm than good in the English NHS?, British Medical Journal 338.
• Guthrie, J. (2006), The Joys of a Health Service Driven by Toyota, Financial Times.
• Hagg, H., Suskovich, D., Workman, J., Scachitti, S. and Hudson, B. (2007). Adaption of Lean Methodologies for Healthcare Applications. RCHE Publications, vol. 24.
• Hamid, R. A. “Factor Influencing The Success of Lean Services Implementation: Conceptual Framework,” International Conference on Business and Economic Research Proceeding, 2011.
• Herasuta M. A" Lean" Laboratory. Laboratory Medicine. 2007; 38(3):143-144.
• Herzlinger R. Market-Driven Health Care: Who Wins, Who Loses in the Transformation of America's Largest Service Industry: Perseus Books Group; 1999.
• Huang J, Lai C, Tsai, W, Weng R, Hu W, Yang D. “Determining Factors Of Patient Satisfaction For Frequent Users Of Emergency Services in a Medical Center”. Journal of Chinical Medical Association 2004; 67:403
• Jimmerson C, Weber D, Sobek D. Reducing waste and errors: Piloting Lean Principles at IHC. Journal on Quality and Safety. 2005; 31(5):249-257.
• John S. Toussaint, MD, and Leonard L. Berry, (2013). “The Promise of Lean in Health Care”, Mayo
• Foundation for Medical Education and Research, 88(1):74-82. Kaplan G, Patterson S. Seeking perfection in healthcare. A case study in adopting Toyota Production System methods. Healthcare executive. Vol 23; 2008:16-21.
• Kennedy, Frances A. ve BREWER, Peter C. (2006), “The Lean Enterprise and Traditional Accounting-Is The Honeymoon Over?”, The Journal of Corporate Accounting & Finance, 17(6), 63-74.
• Kersnik, J. “Patient Satisfaction with Hospital Care: Effects of Demographic and Institutional Characteristics”. International Journal for Quality in Health Care 2000; 12:143-7.
• Kim C, Spahlinger D, Kin J, Billi J. Lean health care: What can hospitals learn from a World class automaker? Journal of Hospital Medicine. 2006; 1(3):191-199.
• Kim CS, Hayman JA, Billi JE, Lash K, Lawrence TS. The Application of Lean Thinking to the Care of Patients with Bone and Brain Metastasis with Radiation Therapy. Journal of Oncology Practice. 2007; 3(4):189-193.
• King D, Ben-Tovim D, Bassham J. Redesigning emergency department patient flows: Application of Lean Thinking to health care. Emergency Medicine Australasia. 2006;18(4):391-397.
• Koning, H. D., Verver, J. V. D., Heuvel, S. Bisgaard, and R. J. M. M. Does, “Lean Six Sigma in Healthcare,” Journal of Healthcare Quality, vol. 28, no. 2, pp. 4-11, 2006.
• Laursen M, Gertsen F, Johansen J. Applying lean thinking in hospitals–exploring implementation difficulties. Paper presented at: Warwick Conference, Warwick, 2003.
• Leslie, M., Hagood, C., Royer, A., Reece, C. P. and Maloney, S. “Using Lean Methods to Improve OR Turnover Times,” Aorn Journal, vol. 84, no. 5, pp. 849-855, 2006.
• Liao, H. and Chuang, A. “A Multilevel Investigation of Factors Influencing Employee Service Performance and Customer Outcomes,” Academy of Management Journal, vol. 47, no. 1, pp. 41-58, 2004.
• Lilford, R., Dobbie, F., Warren, R., Braunholtz, D. and Boaden, R., Top-rated British business research: has the emperor got any clothes? Health Services Management Research. 2003; 16(3): 147-154.
• Lodge A, Bamford D. New Development: Using Lean Techniques to Reduce Radiology Waiting Times. Public Money & Management. 2008; 28(1): 49-52.
• Lopez, A., Santos, J. F. and Arbos, L. C., (2013), “Lean Manufacturing: Costing the Value Stream”, Industrial
• Management & Data Systems, (113), 5; 647-668. Maier-Speredelozzi V, Thompson A, Hossfield P, Abby S. Applying Lean Principles to a Continuing Care Patient Discharge Process. Paper presented at: 18th Annual Society for Health Systems Conference, 2006; San Diego, CA, USA.
• Manos A, Sattler M, Alukal G. Make healthcare lean. Quality progress. 2006;39(7):24.
• Massey L, Williams S. CANDO: implementing change in an NHS Trust. International Journal of Public Sector Management. 2005; 18(4):330-349.
• Meyers, F.E. ve James R. Stewart (2002). Motion and Time Study for Lean Manufacturing. Prentice Hall.
• Mol, Michael J. ve Julian Birkinshaw (2008). Giant Steps in Management. Prentice Hall, UK.
• Nadzam, D. and Nelson, M. “The Benefits of Continuous Performance Measurement, Nursing Clinics of North America, vol 32, no 3, pp. 543-559, 1997.
• Naraghi, A. M. and Ravipati, U. P., (2009). “Lean Healthcare in the Emergency Ward of Sahlgrenska
• Hospital”, University College of Borås, School of Engineering, Master thesis, Göteborg, Sweden. Nelson-Peterson D, Leppa C. Creating an environment for caring using lean principles of the Virginia Mason Production System. Journal of Nursing Administration. 2007;37(6):287-293.
• NHSIII (2007), Going Lean in the NHS. NHS Instuitie for Innovation and Improvement, Warwick.
• Okur, A. S., (2000), “Yalın Üretim: 2000’li Yıllara Doğru Türkiye Sanayi İçin Yapılanma Modeli”, Söz
• Yayın; Birinci Basım; Haziran 1998; İstanbul.
• Panchak P. Lean Health Care? It Works Industry Week. 2003; 252(11):34-40.
• Papadopoulos T, Merali Y. Stakeholder network dynamics and emergent trajectories of Lean implementation projects: a study in the UK National Health Service. Public Money & Management. 2008; 28(1):41-48.
• Papadopoulas, T., (2011). “Continuous Improvement and Dynamic Actor Associations,” Leadership in
• Healthcare Service, vol. 24, no. 3, pp. 207-227. Persoon T, Zaleski S, Frerichs J. Improving preanalytic processes using the principles of lean production (Toyota Production System). American journal of clinical pathology. 2006; 125(1):16-25.
• Pettersen J. Defining lean production: some conceptual and practical issues. The TQM Journal. 2009; 21(2): 127
• Poksinska, B. “The Current State of Lean Implementation in Health care: Literature Review,” Manage Health Care, vol. 19, no. 4, pp. 319-329, 2010.
• Poksinska, B., (2010). The current state of Lean implementation in health care: literature review, Quality
• Management in Health Care, (19), 4, 319-329. Porras JI, Robertson PJ. Organizational Development: Theory, practice, and research. In: Dunnette MD, Hough LM, eds. Handbook of industrial and organizational psychology. Vol 3. 2nd ed. Palo Alto: CA: Consulting Psychologists Press; 1992:719-822.
• Raab SS, Andrew-JaJa C, Condel JL, Dabbs DJ. Improving Papanicolaou test quality and reducing medical errors by using Toyota production system methods. American journal of obstetrics and gynecology. 2006;194(1):57-64.
• Radnor, Z., Walley, P., Stephens, A. and Bucci, G. (2006), Evaluation of the Lean Approach to Business
• Management and its Use in the Public Sector, Scottish Executive Social Research. Rexhepi, L. and Shrestha, P., (2011). “Lean Service Implementation in Hospital: A Case study conducted in
• University Clinical Centre of Kosovo, Rheumatology department”, Master Thesis, Umea School of Business, Umea University, Sweden. Shazali, N. A., Habidin, N.F., Ali, N., Khaidir, N. A. and Jamaludin, N. H. (2013). Lean Healthcare Practice and Healthcare Performance in Malaysian Healthcare Industry, International Journal of Scientific and Research Publications, Volume 3, Issue 1.
• Sirio C, Segel K, Keyser D, et al. Pittsburgh Regional Healthcare Initiative: a systems approach for achieving perfect patient care. Health Affairs. 2003;22(5):157-165.
• Smith, P. C., Mossialos, E., Papanicolas, I. and Leatherman, S. “Performance Measurement for Health System Improvement: Experiences, Challenges and Prospects,” World Health Organization 2008 and World
• Health Organization, 2008.
• Spear S.J., (2005). “Fixing health care from the inside, today”. Harv Bus Rev.; 83(9):78-91. Sur, http://www.mutilcemiz.net/frm/index.php?page=Thread&threadID=7183, Erişim Tarihi: 13.12.2014. “Hastanelerde Kaynak İsrafı: Nasıl Önüne Geçmeli?”,
• Trägårdh B, Lindberg K. Curing a meagre health care system by lean methods-translating 'chains of care' in the Swedish health care sector. The International Journal of Health Planning and Management. 2004;19(4):383-398.
• Trebble, T.M., T. Hydes (2011), “Redesigning Services Around Patients and Their Doctors: the Continuing
• Relevance of Lean Thinking Transformation”, Clinical Medicine, Vol. 11, No 4, August, pp. 308-310. Türkan, Ö.U., (2010). Üretimde Yalın Dönüşümün Temel Performans Kriterleri, BAÜ Fen Bilimleri Enstitüsü Dergisi Cilt 12(2) 28-41.
• Uysal, H. T. ve Yıldız, M. S. (2013). Sağlık Hizmetlerinde Örgütsel Düzeylerin Bireysel Hizmet Kalitesine
• Etkisi: Doktorlara Yönelik Bir Araştırma, İktisat İşletme ve Finans 28 (329) : 21-48. Weber D. Toyota-style management drives Virginia Mason. Physician Executive. 2006;32(1):12-17.
• Womack J, Jones D. Lean Thinking: Simon & Schuster New York, NY; 1996.
• Womack J.P., Jones D.T. ve Roos D., “Dünyayı değiştiren makine”, Türkçesi: Otomotiv Sanayi Derneği, 1, OSD Yayını, Panel Matbaacılık, İstanbul, (1990).
• Womack P.J., Jones D.T., Yalın düşünce, 11, Sistem Yayıncılık, İstanbul, (1998).
• Womack, J. P. and Jones, D. T., Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York: Simon and Schuster; 1996.
• Womack, J. P., Byrne, A. P., Fiume, O. J. Kaplan, G. S. and Toussaint, J. “Going Lean in Health Care”. Cambridge, Mass: Institute for Healthcare Improvement; 2005.
• Wysocki, B. (2004), How Toyota's production techniques are applied to hospitals Wall Sreet Journal
• Yıldız, M. S., Kethüda, Ö. ve Kurutkan, M. N. (2013). Dengeli Ölçüm Kartı’nın Hastane İşletmelerinde
• Uygulanması: Örnek Olay Çalışması, Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, Cilt: 27, Sayı: 4, Ss: 90-109. Young T, Brailsford S, Connell C, Davies R, Harper P, Klein J. Using industrial processes to improve patient care. BMJ: British Medical Journal. 2004; 328(7432):162-164.
• Young T, McClean S. A critical look at Lean Thinking in healthcare. Quality and Safety in Health care. 2008;17(5):382-386.
• Youssef, F. N., Nel, D. and Novaird, T. “Health care quality in NHS hospitals”, International Journal of Health Care Quality Assurance, Vol. 9, No. 1, pp. 15-29, 1996.