Developing Goodson’s model for rapid performance assessment of emergency department

Document Type: Research Paper

Authors

1 School of Industrial Engineering, Iran University Of Science and Technology, Tehran, Iran

2 School of Industrial Engineering,Iran University of Science and Technology, Tehran, Iran

3 School of Industrial Engineering, Iran University of Science and Technology, Tehran, Iran

Abstract

Over the past years, raising costs of health care in most countries cause to attract more attention to different aspects in the field. One of the best improvement methodologies known in literature is based on lean principles. The main aim of this methodology is to create values in the system by eliminating losses and creating continuous efforts toward improvement. Therefore, by measuring the performance of hospitals based on lean principles, and by identification of critical factors that function as obstacles to the execution of this approach and also by rating them, health centers can be led toward application of the principles of lean thinking.
This study has aimed to develop Goodson’s rapid performance assessment for health centers based on lean principles to measure their efficiency. Unlike other performance evaluation models, this model does not require abundant primary data and long time for survey. The proposed model helps managers to receive optimum feedback towards their performance in fastest possible time. 
The performance of emergency department of a large hospital in Tehran is investigated by our model. After observation, scoring and analysis, the proposed results for the revision of supply chain systems and repair equipment Emergency Center are presented.

Keywords

Main Subjects


Decker, W. W. & Stead, . L. G., 2008. Application of lean thinking in health care: a role in emergency departments globally. international journal of emergency Medicine, 1(3), pp. 161-162.

Dickson, E. W. et al., 2009. Application of Lean Manufacturing Techniques in the Emergency Department. Journal of Emergency Medicine, 37(2), p. 177–182.

Graban, M., 2012. Lean as an Alternative to Mass Layoffs in Healthcare. Lean Expert and Chief Improvement Officer.

Mazzocato, P. et al., 2012. How does lean work in emergency care? A case study of a lean-inspired intervention at the Astrid Lindgren Children's hospital, Stockholm, Sweden. BMC Health Services Research, pp. 12-28.

Womack, J. P., Jones, . D. T. & Roos, D., 2007. The Machine That Changed the World. s.l.:Free Press .

Bhasin, S., 2012. Performance of Lean in large organisations. Journal of Manufacturing Systems, 31(3), p. 349–357.

Bowen, D. E. & Youngdahl, W. E., 1998. “Lean” service: in defense of a production‐line approach. International Journal of Service Industry Management, 9(3), pp. 207-225.

Bushell, S., Mobley, J. & Shelest, S., 2002. Discovering lean thinking at Progressive Healthcare. Institute of health care improvement, 25(2), pp. 20-25.

Castro, P. J., Dorgon, S. J. & Richardson, B., 2008. a healthier healthcare system for the united kingdom. The McKinsey Quarterly.

Goodson, E. R., 2002. Read a plant - fast. Harvard Business Review, 80(5), pp. 3 - 11.

Krogstie, L. & Martinsen, . K., 2013. Beyond Lean and Six Sigma; Cross-collaborative Improvement of Tolerances and Process Variations-A Case Study. Procedia CIRP, Volume 7, pp. 610-615.

laursen, M. L., Gertsen, F. & Johansen, J., 2003. Applying Lean Thinking in Hospitals - Exploring Implementation Difficulties. Warwick, United Kingdom, s.n.

Makui, A. et al., 2014. Total Rapid Assessment (TRA) A comprehensive Method for Rapid Plant Assessment. Applied mathematics in Engineering, Management and Technology, 2(1), pp. 301 - 316.

Miller, D., 2005. Going Lean in Health Care. Institute for Healthcare Improvement.

Narayanamurthy, G. & Gurumurthy, A., 2016. Leaness assessment: a literature review.. International Journal of Operations & Production management, 36(10), pp. 1115-1160.

Narayanamurthy, G., Gurumurthy, A., Subramanian, N. & Moser, R., 2018. Assesing the readiness to implement lean in healthcare institutions- Acase study. International journal of Production Economics, Volume 194, pp. 123-142.

Rajput, A., 2008. Lean Thinking and UK Healthcare Industry, London: https://www.iienet2.org/uploadedfiles/IIE/Community/Technical_Societies_and_Divisions/Lean/Lean%20Healthcare%20Fawad%20Rajput.pdf.

Staudacher, A. P., 2008. Lean Healthcare. An Experience in Italy. Lean Business Systems and Beyond , pp. 485-492.

Thelen, M., 2016. Why Lean Manufacturing Fails. [Online]
Available at: https://www.isixsigma.com/methodology/lean-methodology/why-lean manufacturing-fails/
[Accessed 3 october 2016].

Toba, S., Tomasini, M. & Yang, Y. H., 2008. Supply Chain Management in Hospital: A Case. California Journal of Operations Management, 6(1), pp. 52-59.

Toni, A. D. & Tonchia, S., 1996. Lean organization, management by process and performance measurement. International Journal of Operations & Production Management, 16(2), pp. 221-236.

Young, T. et al., 2004. using industrial processes to improve patient care. British Medical Journal, Volume 327, pp. 162-164.