Lean inom sjukvården

by Jansz, Robert; Olofsson, Per; Johansson, Malin

It is obvious for all involved at Gävle hospital that they are at the limit of what they can handle. The local council does not only make the key decisions in the organization, but also makes the decisions regarding future investments. This makes the different units at the hospital frustrated as the feel they have no impact on the big decisions taking. The number of patients is calculated to increase in the future, and it seems that a change is necessary if the hospital is going to manage to handle the heavy number of patients. The purpose of this final essay is to undertake a pilot study for implementing lean in healthcare at the orthopaedist unit at Gävle hospital, while also developing a general model for the analysis and improvement of internal and external through flows inside the frame of lean philosophies. This final exam way to work has been founded from our workmodell. Below is an abstract of the different steps which has been a fundamental platform in our work. 1) Gather information about lean: First step in the workmodell includes learning of lean involving literature studies, seminaries and education. 2) Mapping of patient flow: Second step has mainly consisted of the analysis of the flow from the point where the patients get injured to when the treatment on the patient is finished. The work has also included interviews and observations throughout the different steps in the complex treatment process, and has run parallel with the information gathering and documentation processes. 3) An analysis of the patient flow in a lean and quality perspective: The third step is about how making an analysis of the patient flow with help of different methods and tools according to lean. 4) Improvement suggestions: The fourth step in the workmodell is about how making proposals of new tools and methods to use, based on the problems in the organization. 5) Implementation/follow up: In the last step is about how the organization adopts the new philosophies and suggestions through informing and educating involved employees. Problems that occurred included; long operation waiting lists, overstocking, doublework, lack of routines and lack of communication between units. After the collection of relevant information, conducting interviews, and identifying specific problem areas we proposed IV