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Development of a centralized progress management system using lean thinking and efforts to improve operations.

Seiji Yahata1,2, Isao Tanaka3, Masami Takeuchi3

  • 1Graduate Division of Health Sciences, Komazawa University, Tokyo, Japan.

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|December 24, 2025
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Summary

Lean Thinking and ICT integration significantly improved MRI operations, boosting appointments by 26% and reducing wait times from 45 to 5 days. This enhanced efficiency and patient access in healthcare settings.

Keywords:
Business process reengineering (BPR)KaizenLean thinkingMRIQuality improvementRadiologyTotal quality management (TQM)

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Area of Science:

  • Healthcare Management
  • Operations Research
  • Industrial Engineering

Background:

  • MRI room operations often face inefficiencies impacting patient access and resource utilization.
  • Traditional workflows may lead to long patient waiting times and increased referrals to external facilities.
  • Integrating technology and process improvement methodologies can address these operational challenges.

Purpose of the Study:

  • To enhance MRI appointment slot utilization and reduce patient waiting times.
  • To minimize referrals to external facilities through improved internal operations.
  • To demonstrate the effectiveness of Lean Thinking principles combined with Information and Communication Technology (ICT) integration in MRI services.

Main Methods:

  • Application of Lean Thinking principles including Kaizen, 5S, Value Stream Mapping, Standard Work, Spaghetti Chart, and Root Cause Analysis.
  • Introduction of a centralized ICT-based management system for real-time tracking and workflow coordination.
  • Emphasis on leadership engagement and structured improvement approaches like brainstorming and weekly meetings.

Main Results:

  • MRI appointment reservations increased by 26% and completed examinations by 19% after initial interventions.
  • Further daily management refinements led to additional improvements of 34% in reservations and 28% in examinations.
  • Patient waiting times reduced from an average of 45 days to 5 days; monthly external referrals decreased from 300 to 50.

Conclusions:

  • The integrated application of Lean Thinking and ICT substantially enhances operational efficiency, reduces patient delays, and optimizes resource utilization in MRI services.
  • Leadership, staff engagement, and a collaborative culture are crucial for sustainable process enhancement in healthcare.
  • Lean Thinking is adaptable to healthcare settings, improving productivity, service accessibility, and overall operational performance, despite challenges in daily management and scheduling coordination.