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

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.