Implementing Lean Management Techniques at a Radiation Oncology Department

• Published in: Sultan Qaboos University medical journal Vol. 18; no. 3; pp. 362 - 366
• Main Authors: Al-Balushi , Mustafa M, Al-Mandhari , Zahid
• Format: Journal Article
• Language: English; Arabic
• Published: Muscat - Oman Sultan Qaboos Uinversity : Academic Publication Board 01.08.2018; Sultan Qaboos University, College of Medicine and Health Sciences; Sultan Qaboos University; Sultan Qaboos University Medical Journal, College of Medicine & Health Sciences
• Subjects: Automobile industry; Clinical & Basic Research; Customer satisfaction; Defects; Efficiency, Organizational - trends; Health care; Hospital Departments - methods; Hospital Departments - trends; Humans; MEDICAL CARE; NEOPLASMS; OMAN; Oncology; Patient satisfaction; Quality Assurance, Health Care - methods; Quality control; Quality management; Radiation Oncology - instrumentation; Radiation Oncology - methods; Radiation Oncology - standards; Radiation therapy; RADIOTHERAPY; Total Quality Management - methods; Workloads; الأورام; الرعاية الطبية; العلاج بالأشعة; عمان; Oman; United States > US; Total Quality Management; Organization and Administration; Health Services Administration; Efficiency; Healthcare Quality Assurance; Oman
• ISSN: 2075-051X; 2075-0528
• DOI: 10.18295/squmj.2018.18.03.016

Objectives: Lean management (LM) principles were first developed by a Japanese manufacturing company to maximise value and minimise waste in the automotive industry. However, these principles can also be applied in the healthcare sector. This study aimed to illustrate the process of implementing LM principles in a radiation oncology department to streamline workflow and identify and reduce waste. Methods: This study took place in the Department of Radiation Oncology, Royal Hospital, Muscat, Oman, in December 2016. A value stream map (VSM) was created for the chain of processes followed in the department. A waste analysis was conducted to determine which processes did not add value for the patient or healthcare provider. Results: Based on the VSM analysis, only six out of 13 steps were found to be of value. Necessary and unnecessary non-value-adding activities were identified. Sources of waste included parking and registration. In addition, variabilities in workload were noted. Conclusion: Overall, LM principles improve workflow, reduce waste and enhance patient and staff satisfaction. In the current study, the application of LM principles helped to improve value in a radiation oncology department