SAĞLIKTA İSRAFIN AZALTILMASI VE X HASTANESİ ACİL SERVİSİNDE YALIN UYGULAMA

Her geçen gün artan küresel rekabet, sağlık sektöründe de yaşanmaktadır. Bu rekabet ortamında hastanelerin hem süreçlerde hızlı olmaları hem de kaliteli hasta bakımı ve tek seferde hatasız hizmet sunmaları gerekmektedir. Bunun için de etkin ve verimli çalışma ile beklemelerin minimuma indirilmesi gerekliliği ön plana çıkmaktadır. Yalın felsefede amaç; daha az maliyetle daha kısa sürede kaliteli ürün üretmek veya hizmet sunmaktır. Düşük maliyet, kısa sürede sunulan kaliteli ürün veya hizmet müşteri memnuniyetini ve talebi arttırır. Hasta bakım hizmeti, sadece tedaviye odaklanmak değildir. Günümüzde hasta memnuniyeti önemli bir ölçüt olmaktadır. Hastanelerin, yalın yaklaşım anlayışı içinde hatasızlaştırma yöntemleri ile değer akışı haritası çıkartarak, değer yaratan ve yaratmayan faaliyetlerin ayırımını yaparak, israfları ortadan kaldırarak süreç akış hızını artırmaları gerekmektedir. Bu çalışmada yalın düşünce tanımı, düşüncenin ortaya çıkışı, tarihi ve tekniklerinin neler olduğu üzerinde durulmuş ve acil serviste uygulama örneği sunularak yalın uygulama öncesi ve sonrası arasındaki farklılıklar karşılaştırılmıştır.

REDUCTION OF LEAN IN THE HEALTH AND LEAN APPLICATION IN THE EMERGENCY OF X HOSPITAL

Growing global competition is also experienced in the health sector. In this competition environment, hospitals should both be quick about processes and provide quality care of patient and service at once and without mistake. Hence, the necessity for minimizing the waiting-period with effective and productive working comes into prominence. The aim in the lean philosophy is to produce quality product or provide service with fewer cost and in a shorter time. Low cost, quality product or service, provided in a short time increase the satisfaction and demand of customer. Patient care system is not only related to focusing on the treatment. Today, the satisfaction of patient is a significant criterion. It is necessary to increase the speed of process flow by creation a valuation map, differentiating value adding and non-value adding activities and elimination the leans with the methods of debugging within the lean approach of hospitals.In this study, the definition of lean thinking, the appearance of the philosophy, its history and technics are discussed and differences between before and after the lean practices by giving example of a practice in emergency are compared.

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