Examining The Concept Of Lean Synchronization Information Technology Essay

Lean manufacturing is an approach of ongoing improvement that targets the removal of waste products resources from a process so the goods move to the client at motivated rate with minimum inventory. It mainly targets eliminating resources that does not create value for the client. Predicated on Toyota Development System, Lean concentrates on conserving value with less work. "Lean synchronization is the purpose of achieving the flow of products and services which is able to deliver just what customers want, in exact volumes, exactly when needed, exactly where required at the lowest possible cost" (Slack et al, 2010). This survey evaluates the electricity and relevance of basic Lean key points and Management and can be applied the same rules in modern business environment.

Executive Summary

First part of the report talks about theoretical aspect of lean. The idea of trim synchronization is described first. After this the rules of low fat and great things about using slim are explained. Subsequently obstacles to lean implementation are explained.

Second 1 / 2 of the record accounts practical application of lean in framework with healthcare industry. First of all the need to apply trim in hospitals is determined. Basic need of low fat in hospitals is to:

Reduce patient wait around time

Reduce cost and increase savings and

Improve staff efficiency.

Lean principles are than applied on hospital operations. Analysis discovered that 'time' creates value to the individual. Following this, value stream was evaluated and waste operations were recognized in the quest of patient's restoration and treatment. Further to the, wastes were recognized and advice were proposed to remove those wastes.

Important Identified Wastes are:

Extra work done for easy and simple tasks.

Investigations and lab tests those aren't required.

Patient waiting for tests and surgeries.

Redundancy in dealing with a patient.

Recommendations to eliminate such wastes:

Avoid the utilization of complex tools that makes the processes boring and time consuming.

Perform only those checks that are required for the procedure.

Equipments must be ready before an individual involves pathology lab and operation theater to be able to avoid misuse of time.

Things must be done in right way in first try out to be able to avoid repetitive actions.

Concept behind Low fat Synchronization

The term trim came into existence post World Battle II when there was a huge lack of resources in Vehicle sector in Japan. Toyota Company developed the idea of reaching most with optimum resources, by continuous elimination of waste materials. Today this concept is well known as Lean Developing across the globe and is also not limited to manufacturing processes. Lean applies to the complete business including supply-chain, new product development process and services. The concept of trim thinking was presented to Western european world in 1991 by the publication compiled by Womack, Jones, and Roos: "THE DEVICE That Changed the earth".

According to Slack et al (2009), slim synchronization is concerned all about:

Elimination of throw away entirely process

Involving all the resources and

Continuously enhancing the process

Lean methodology simply phone calls to work smarter somewhat than harder with value powered sense of purpose.

Organizations that follow trim considering understand customer value and concentrate the functions to increase it. The ultimate aim is to create a perfect value process for the client with zero waste products. Such contemporary procedure creates techniques that enable companies to react to changing customer desires with high quality, high variety, and low priced with extremely fast throughput times.

Lean Principles

The main guiding process of lean to generate right value for the customer with minimum effort is compounded of five key key points: value, value stream, movement, pull and perfection.

Value: The main element principle is to identify the customer's view point about what creates value to the customer.

Value Stream: This is to identify all the steps in value string also to eliminate all those that do not create value to the finish product.

Flow: To make a smooth circulation of the merchandise towards customer, the value-creating steps must occur in tight sequence.

Pull: Make only what is pulled by the customer and creates synchronization between demand and making process.

Perfection: After the value is recognized, value stream is given with wasted steps taken away and move and move are introduced, implement the complete process again and continue until efficiency is reached in which perfect value is developed without waste material.

5stepslean. gif

Fig. 1

Benefits of Applying Lean

Traditional Procedure:

Traditional procedure assumes that each stage is separated from the other stage by placing the output in an inventory. The next stage will need the outputs from the buffer inventory and can pass those to the succeeding buffer e. g. as shown in fig. 2, outputs from level A are stored in buffer inventory which feeds the machine for Level B. In this manner each stage of the procedure acts separately and picks materials from buffer inventory and functions it for the subsequent buffer. These buffers insulate each level from its neighborhood friends and operations of 1 stage do not prevent the next stage. Hence if businesses at stage A cease credited to some reason, level B can still continue for at least one time. The condition of insulation of each stage that looks for to market traditional approach is definitely the learning discussion of the system.

Problems:

Inventory remains idle.

Slow throughput times since items spend additional time ready in buffer.

Lack of coordination anticipated to insulation of levels.

Problem resolving responsibility will be devoted to people employed in that very stage.

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Fig. 2

Lean Procedure:

In comparison with the traditional approach, lean approach processes and goes by items right to the next level, reducing the buffer inventories, hence minimizing the obstacles between stages. This provides the mandatory amount of suggestions for each level at the required time. In this approach, problems at any stage have different effect on the procedure e. g. in fig. 3 if stage A puts a stop to its functions, than subsequent stages will immediately spot the issue and the problem is quickly subjected to the complete system. This helps in improving the quality by giving quick reviews at each level.

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Fig. 3

In the original approach, if one stage stops operating the other stage may continue steadily to process by the available buffer resources leading to high capacity utilization. But generally this situation would not support for a long time period and the complete process should come to halt once the buffer is clear. Alternatively, in lean way each time there's a blockage in virtually any stage of the procedure, the whole process should come to halt, minimizing the capacity utilization originally. Therefore where traditional procedure motivates efficiency by guarding each level from disruption, trim approach motivates the complete system to resolve the trouble.

Fig. 4 Source: Slack et al, 2010

According to Crazy (2002), following will be the benefits of Lean synchronization. Also noticeable from the above differentiation:

Reduced inventories and work happening;

Less use of space;

Shorter throughput times;

Increased employee determination and involvement;

Smoother work flows;

Increased efficiency;

Improved quality and customer service

Barriers to Slim Synchronization

Lean synchronization is aimed at managing the functions process in such a way so it achieves just what customers are looking from the operation. Pure trim synchronization intends smooth, continuous flow with no sort of wait, waste material and imperfection.

Following are the major barriers to do this ideal talk about:

Failure to eliminate waste in all parts of the operation

Failure to funnel the contribution of all the people involved in the operation.

Failure to establish improvement as a continuing activity.

Source: (Slack et al, 2010)

Waste Recognition and Eradication:

Elimination of waste materials is the basic part of slim thinking and discovering the waste materials is the first rung on the ladder towards its elimination. Any activity that will not increase value is called as waste. The wastes that hinder the streamlined movement are:

Wait time - staff member put it off time and machine wait time is waste material. Normally, this is determined by efficiency of machinery and staff.

Conveyance - Change in design can bring procedures closer resulting in reduced moves.

Inventory

Inappropriate quantity of production - Relating to Toyota, providing less or more number than required is the foremost source of waste material.

Delivery Time- Early delivery is wasteful. Therefore items must be supplied 'Just In Time'.

Variability- If quality varies according to customer expectations and customer considers to be inadequately offered than the complete process is wasteful.

waste-poster. jpg

Fig. 5

Employee Contribution:

Organizations following slim viewpoint must encourage its employees to participate in problem handling activity. The intention to encourage the sensation of personal responsibility and possession within the employees is referenced as 'respect-for-people'. Some basic factors in pushing employee involvement are:

Environment & Security - safety criteria and environment must be followed by everyone.

Flexibility - employees must be given authority to consider decisions and restrictive routines must be removed.

Equality - each employee must be cured equally.

Creativity - each person's creativeness must be utilized to enhance the processes.

Total people participation- staff must be prompted to participate in other activities like recruitment, resource chain and customer coping. This increases the operations and benefits the company all together.

Continuous Improvement:

'Kaizen':

Kaizen is a Japanese term for improvement or 'change for better'. In terms of Masaaki Imai, Kaizen is a continuous procedure for improvement in which every individual of a business is involved to accomplish circumstances of perfection. Three guiding concepts of kaizen as explained by Hill (2005) are:

Process reviews - overview of entire process from developing stage to delivery.

People involvement - employee's insights to improve the process.

Constant need for change - seeking improvement and applying changes bring about achieving

perfection.

kaizen. JPG

Fig. 6 Source: Archfield Consulting Group

Deming Cycle:

It is also known as PDCA circuit which entail a team of folks who constantly find improvements in an business. Waters (2002) identified this circuit as:

Plan - review of existing functions, information gathering, finding alternatives and recommending improvement strategies.

Do - plan in applied and performance data is gathered.

Check - analyzes the collected data to check on if expected improvements appear or not.

Act- if advancements are obvious, the operation is produced everlasting else lessons are learnt.

deming routine. png

Fig. 7

Applying Low fat in Medical care Industry

Applying lean in professional medical industry is similar to its software in manufacturing. Trim manufacturing reduces waste materials from the group of operations that occurs in producing of items. Similarly trim can reduce waste materials and increase the services provided to the patients in clinics. This may also help private hospitals to manage issues like financial deficits, attacks, ready queues and capacity management.

Why Lean in professional medical?

Alike other companies, healthcare also face problems like protection concerns, capacity and waiting queue management, low level of efficiency and insufficient staff motivation. To eliminate these issues and also to deliver better and timely patient care, it is important to base hospital processes on lean synchronization. Lean implementation in private hospitals can also prevent nursing homes acquired microbe infections, avoidable injuries, fatality and less restoration time.

Traditional practice in hospitals

Major time of patients and hospital personnel is wasted credited to multiple excursions made by the patients and the workers. Once the testing are performed, patient is necesary diagnosis after few days. Treatment for the condition may or may well not start on the same day. This hold off in treatment may cause deterioration in patient's condition. Implementation of low fat in hospitals will certainly reduce the time used treating the patient. According to lean process, an individual must come once and all the techniques must be achieved on a single day e. g. exams are done and the procedure is started immediately after the medical diagnosis from the assessments. The process brought up in the number consumes unneeded time of patients and hospital staff and this in return increases the overall cost and risk to life. Avoiding such needless outings eases patient treatment and reduces the workload on doctors. Trim eliminates waste functions and increases the overall throughput in private hospitals.

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Fig. 8

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Fig. 9 Source: NHS Confederation

Principles of lean in healthcare

Value:

To ensure patient satisfaction, hospitals need to analyze the patient's point of view as depicted in fig. 10. Value is the perception of a patient and can be created when right assessment, test, examination, communication, treatment and after attention is provided to the individual. By eliminating waste techniques and utilizing resources, personnel will be able to focus more on patient treatment.

figure3. jpg

Fig. 10 Source: JWA Inc.

Value Stream:

Value stream is the procedure of figuring out all the steps that creates value to the patient and eliminating those that creates no value to the individual. Usually hospitals tend to group patients on the basis of clinical similarity. However slim concentrates not on similar conditions but similar procedures. Fig. 11 shows various steps and operations taken to release an individual.

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Fig. 11 Source: Flinders Medical Centre

"In the hospital a value stream is the end-to-end procedure for caring for a group of patients whose overall care and attention process have sufficient in common to allow them to be managed along, irrespective of specialized medical examination" (David Ben-Tovim, 2006).

Following are the steps that may well not create any value to the individual and really should be eradicated:

Patient's trip to hospital on different days for different testing.

Time lost when patient waits to be observed by the doctor.

Unnecessary step of nurse checking the individual.

Time wasted in collecting medical instruments and information.

Repetition of techniques such as diagnostic assessments and paperwork.

Time consumed in searching medical history of patients.

Performing tests that are not required.

Fig. 12

The factors stated above signify that 'time' is the most valued element for the patient as well for the hospital staff. To get rid of this misuse of time, we first need to identify the cause of this waste products. Fig. 13 shows the causes that boost the waste in waiting around time.

Cause and Result 3. jpg

Fig. 13

Waste Recognition:

Waste is anything that will not create value to the patient.

Inventory:

Holding excess materials to avoid unreliable resource is referred as inventory waste materials in hospitals. Eliminating such waste materials can reduce cost and time of both the patient as well as the clinics.

Extra Handling:

Use of complicated equipments to conduct simple exams makes operations large and inflexible and may cause stress to the staff.

Overproduction:

Unnecessary testing and investigations are known as overproduction in medical care industry. These lab tests must be averted to save lots of time and cost.

Waiting:

This is the individual wait around time that created credited to process or materials ready e. g. patients looking forward to test or surgery due to equipment readiness.

Transportation:

Movement of patients and materials are considered as waste products but these cannot be eliminated completely. Operations must be assemble in a manner that steps become sequential and easy to recognize.

Defects:

Defects raise the functions and are brought on due to wrong medication or microbe infections. Doing things in the right way will certainly reduce redundancy as well as flaws in a process.

Movement:

Hospital design must maintain a way so it decreases the repetition of activities by personnel and patients e. g. in operation theatres, all tools must be in reach of the operation table so as to ease the doctor while doing surgery.

Mapping Value Stream:

The obstacle in value stream is to map exactly the things that truly happen at each level of patient's trip towards restoration, as depicted in fig. 14. Slim redesigns this stream to enable smooth movements of patients to the next step without pointless work or hang on.

Fig. 14

Fig. 15 shows an example of process mapping where it just can take one step on the process of 'assessments' and lists each step of work that is currently performed. Amount of time, distance protected and required amount of materials can be added to each such step. It is evident that huge amount of work is being done without creating any value. Engagement of staff during waste id is usually advised so the aftereffect of one person's activities is visible to all or any.

Fig. 15

Flow:

Flow is the procedure where every patient is caused single unit at the same time and passed to the next step without any delay. Following are few procedures that can be redesigned in order to implement trim operations:

Concurrent medical problems complicate patient care of an older patient who got fractured. Treatment is affected because specialists neglect to communicate and organize with each other. This issue can be solved by creating another section called "Trauma Unit" which creates an individual team having all kind of specialists. A typical 'palm off' process between each member will make it possible to identify and addresses treatment issues irrespective of who is on duty.

In hospitals, usually same type of procedures is conducted using one day and a different type of procedures on other day. To improve flow through surgeries, it's advocated that few businesses of each type should be performed every day. This will reduce longing time for patients as well as burden on wards.

In outpatient division, patients are usually called each day at same time say 9a. m. which is highly likely that not all of these will be cared for at the same time and some have to hold back till noon. Hence patients must be called regarding to main concern and seriousness of the situation.

Samples are held back in pathology to process them in batches. This brings about increase in hang on time for patients. Samples must be examined soon they turn up to the lab.

Pull:

To create value to the client, services should be provided in line with the demand. If the demand is good for 100 admissions per day, it implies that 100 patients must be discharged on that day to support the demand. To achieve this demand in hospitals all the key processes and interfaces between them must be redesigned. Enough time required to devote to each activity to accomplish output in line with demand is called as "Takt Time". It is the time that recognizes the quickness with which work and materials movement within different departments. In move system, each patient is treated as one unit at the same time and passed to the next level without when it is ready. Fig. 16 shows a draw system where each stage of the procedure pulls the patient towards it.

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Fig. 16 Source: NHS Confederation

Perfection:

After removing all the waste products processes without compromising the quality of service, the complete procedures process is repeated until efficiency is achieved. To accomplish perfection in clinics, following aspects must be studied care of:

After Low fat Implementation

Patient first

Wait time unaccepted

Reduced errors

Existing resources

Reduce waste

Problems obvious to all

End to get rid of process

Before Lean

Service service provider first

Wait time

Errors

New resources

Reduce cost

Problems not visible

Functional management

Perfection

Fig. 17

Perfection is attained by ongoing improvement of the businesses process. It is therefore necessary to that all the staff members and a healthcare facility management must commit to seek efficiency at their level. By creating standard, noticeable and clear functions, we can form the building blocks of continuous improvement, where every new improvement becomes a landmark or platform for future processes.

Advantages of Trim in Clinics:

It is discovered that implementation of low fat in clinics have increased efficiency from 15 to 20 percent with safer and better services using the prevailing infrastructure, technology and personnel. Hospitals throughout the world, which have used lean idea, have benefited from its implementation. According to David Ben-Tovim of Flinders Medical Centre, Australia, the hospital was battling to endure and was on the verge of meltdown. But after applying trim in their businesses process, they managed to earn more earnings and decreased the expenses. Some important advantages of lean are:

Reduction of wait around time for patients.

Reduced cost and increased cost savings.

Reduction in physical living area by 30%.

Productivity raises from 75% to up to 125% in some instances.

Good customer relations.

Staff desire and reduced stress levels.

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Fig. 18

Conclusion

The aim of this research was to understand the lean beliefs and to apply lean key points in professional medical industry. It is evident from the study that lean viewpoint brings excellent results. It improves safety, quality and morale of the personnel along with reducing time and costs in the procedures process. Slim when enforced in clinic operations can truly add value to patient care and improve efficiency. Trim principles are common and can be applied anywhere. If lean key points are applied at each stage of the functions process than huge amount of the time can be kept. These principles concern the whole notion of batching, triage, economies of range and de-skilling. Results of slim implementation are probably significant. Lean acts as antidote to traditional strategy of performance management. Its emphasis is to place the complete system in a very important stream. Lean's concentrate is to boost work on things that consider importance to patients and hospital staff. It opposes the external benchmarks which tend to express the things that are indirectly related to improve patient care. Additionally it is evident from the info that hospitals which may have adopted slim in their functions have improved in conditions of patient health care, costs and time. Hence it could be concluded that employing lean in any industry will prove to be the best guess.

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