Implement the Lean Service method

Oct 13, 2025 by sorusgentrification.com 145 views

Facility Layout Planning at the Marko Clinic through Improving the Service Process with the Lean Service Method

Introduction

The Marko Clinic, a health service unit located in Medan, faces significant challenges in terms of queuing outpatients. The buildup of patients is caused by a number of activities that do not provide added value in the service process, such as long waiting times and excessive activities carried out by administrative staff and doctors. In addition, the lack of efficient facilities causes nurses to have to travel long distances to reach the drug preparation room, increasing patient waiting times and inhibiting the smooth running of service. Therefore, it is essential to improve layout and minimize waste through the application of the Lean Service method.

The Importance of Lean Service Method in Healthcare

The Lean Service method is a management approach that aims to eliminate waste and maximize value in service processes. In healthcare, the application of Lean Service can lead to improved patient satisfaction, reduced waiting times, and increased efficiency. By identifying and eliminating non-value-added activities, healthcare providers can focus on delivering high-quality care to patients. In the context of the Marko Clinic, the Lean Service method can help to streamline the service process, reduce waste, and improve patient experience.

Analysis of the Service Process at the Marko Clinic

To improve service efficiency, it is necessary to identify activities that do not provide added value. By using the Lean Service method, the service process at the Marko Clinic was analyzed to find waste or non-value-added activities. This method includes the use of tools such as Value Stream Mapping (VSM), Cross Functional Flowchart, and Value Added Assessment (VAA) to identify activities that need to be maintained, eliminated, or repaired.

The initial process in planning this layout is to calculate the standard time for each activity in the service. Of the 27 activities analyzed, it was found that 17 added value activities, 2 activities were not added value, and 8 activities were not added value but were still needed. By eliminating activities classified as waste, a more efficient service process can be designed.

Value Stream Mapping (VSM) in the Marko Clinic

Value Stream Mapping (VSM) is a tool used in the Lean Service method to visualize the flow of materials and information in a service process. By creating a map of the current state of the service process, healthcare providers can identify areas of waste and opportunities for improvement. In the Marko Clinic, VSM was used to map the current state of the service process, highlighting areas where waste and inefficiency were present.

Cross Functional Flowchart in the Marko Clinic

A Cross Functional Flowchart is a tool used in the Lean Service method to map the flow of activities and tasks in a service process. By creating a chart of the current state of the service process, healthcare providers can identify areas where waste and inefficiency are present. In the Marko Clinic, a Cross Functional Flowchart was used to map the current state of the service process, highlighting areas where waste and inefficiency were present.

Value Added Assessment (VAA) in the Marko Clinic

Value Added Assessment (VAA) is a tool used in the Lean Service method to evaluate the value added by each activity in a service process. By assessing the value added by each activity, healthcare providers can identify areas where waste and inefficiency are present. In the Marko Clinic, VAA was used to evaluate the value added by each activity in the service process, highlighting areas where waste and inefficiency were present.

Preparation of the Proposed Facility Layout

Furthermore, the preparation of the proposal layout is carried out by bringing the drug room and registration room closer to reduce the travel time of the nurses and speed up the service process. The parking location is also recommended to be moved to an empty area opposite the clinic. With this approach, it is expected that the patient's waiting time can be minimized and the smooth process of service can be improved.

Results of the Study

The results of this study indicate that the layout of the proposal has better performance compared to the current layout. The total moment of displacement in the proposed layout decreased by 22.62%, from 1,935 meters per week to 687 meters per week. In addition, the process time was also reduced by 22.62%, from 4,271.8 seconds to 3,304.67 seconds.

Conclusion

By applying the Lean Service method and redesifying the layout of facilities, the Marko clinic can improve the efficiency of the health service process. The steps taken to identify the waste and redesign the layout proven effective in reducing patient waiting time and improving service experience. Therefore, it is essential for every health facility to continue to evaluate and improve in order to provide the best service for the community.

Recommendations

Based on the findings of this study, the following recommendations are made:

Implement the Lean Service method: The Lean Service method should be implemented in all healthcare facilities to improve efficiency and reduce waste.
Redesign the layout of facilities: The layout of facilities should be redesigned to improve the flow of activities and reduce waste.
Train healthcare staff: Healthcare staff should be trained in the Lean Service method to ensure that they understand the principles of waste reduction and efficiency improvement.
Continuously evaluate and improve: Healthcare facilities should continuously evaluate and improve their service processes to ensure that they are providing the best possible service to patients.

Limitations of the Study

This study has several limitations, including:

Small sample size: The sample size of this study was small, which may limit the generalizability of the findings.
Limited scope: The study only focused on the Marko Clinic, which may limit the applicability of the findings to other healthcare facilities.
Methodological limitations: The study used a qualitative approach, which may limit the reliability and validity of the findings.

Future Research Directions

Future research should focus on:

Implementing the Lean Service method in other healthcare facilities: The Lean Service method should be implemented in other healthcare facilities to improve efficiency and reduce waste.
Evaluating the effectiveness of the Lean Service method: The effectiveness of the Lean Service method should be evaluated in other healthcare facilities to ensure that it is providing the desired outcomes.
Developing a comprehensive framework for implementing the Lean Service method: A comprehensive framework for implementing the Lean Service method should be developed to ensure that healthcare facilities are able to implement the method effectively.
Frequently Asked Questions (FAQs) about Facility Layout Planning at the Marko Clinic through Improving the Service Process with the Lean Service Method

Q: What is the Lean Service method?

A: The Lean Service method is a management approach that aims to eliminate waste and maximize value in service processes. It is based on the principles of the Toyota Production System and is designed to improve efficiency, reduce waste, and increase customer satisfaction.

Q: Why is the Lean Service method important in healthcare?

A: The Lean Service method is important in healthcare because it can help to improve patient satisfaction, reduce waiting times, and increase efficiency. By eliminating waste and maximizing value, healthcare providers can focus on delivering high-quality care to patients.

Q: What are the benefits of implementing the Lean Service method in healthcare?

A: The benefits of implementing the Lean Service method in healthcare include:

Improved patient satisfaction
Reduced waiting times
Increased efficiency
Reduced waste
Improved quality of care

Q: How can the Lean Service method be applied in healthcare?

A: The Lean Service method can be applied in healthcare by:

Identifying and eliminating non-value-added activities
Streamlining service processes
Improving communication and collaboration among healthcare staff
Redesigning facilities to improve the flow of activities
Implementing technology to improve efficiency and reduce waste

Q: What is Value Stream Mapping (VSM)?

A: Value Stream Mapping (VSM) is a tool used in the Lean Service method to visualize the flow of materials and information in a service process. It is used to identify areas of waste and opportunities for improvement.

Q: What is Cross Functional Flowchart?

A: A Cross Functional Flowchart is a tool used in the Lean Service method to map the flow of activities and tasks in a service process. It is used to identify areas where waste and inefficiency are present.

Q: What is Value Added Assessment (VAA)?

A: Value Added Assessment (VAA) is a tool used in the Lean Service method to evaluate the value added by each activity in a service process. It is used to identify areas where waste and inefficiency are present.

Q: How can the Lean Service method be used to improve patient satisfaction?

A: The Lean Service method can be used to improve patient satisfaction by:

Reducing waiting times
Improving communication and collaboration among healthcare staff
Providing high-quality care
Reducing waste and improving efficiency

Q: How can the Lean Service method be used to reduce waste in healthcare?

A: The Lean Service method can be used to reduce waste in healthcare by:

Identifying and eliminating non-value-added activities
Streamlining service processes
Improving communication and collaboration among healthcare staff
Redesigning facilities to improve the flow of activities
Implementing technology to improve efficiency and reduce waste

Q: What are the challenges of implementing the Lean Service method in healthcare?

A: The challenges of implementing the Lean Service method in healthcare include:

Resistance to change from healthcare staff
Limited resources and budget
Complexity of healthcare processes
Difficulty in measuring and evaluating the effectiveness of the Lean Service method

Q: How can the Lean Service method be sustained in healthcare?

A: The Lean Service method can be sustained in healthcare by:

Continuously evaluating and improving service processes
Providing training and education to healthcare staff
Encouraging a culture of continuous improvement
Monitoring and measuring the effectiveness of the Lean Service method
Making adjustments and changes as needed.