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Lean at Hospitals

Bakken, Andrea Rishaug; Solli, Maren Sophie
Master thesis
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2287738.pdf (7.580Mb)
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http://hdl.handle.net/11250/2623585
Utgivelsesdato
2019
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Samlinger
  • Master of Science [1117]
Sammendrag
Hospitals are facing a huge paradox; although the system retain immense

competence, the business is not developing as expected (Lord, 2019). Medical

advancements have been remarkable, but more than 30% of allocated funds in the

healthcare sector are wasted by inefficiencies in the use of personnel, services,

equipment and processes (OECD, 2017). In addition, the scarcity of nurses has

become substantial across Norway and the current deficit of 5 600 nurses is

expected to increase to nearly 30 000 over the next sixteen years (Aftenposten,

2019). These challenges combined has prompted hospitals and governments to

search for solutions.

Lean is a modern mind-set that is claimed to increase quality, reduce costs and

bring a more acceptable workload. This philosophy has been put in use for more

than a decade at the first hospitals. However, research up until today is

inconclusive regarding both its applicability and output. Based on a literature

review of Lean, inventory management and supply chain management at hospitals

in combination with a comparative case study of two hospitals in the southeastern

region of Norway, this thesis examines “How can Lean contribute to improve

hospital supply chains?”

From a comprehensive analysis of the gathered data, the main findings are a

considerable number of hours spent on non-value adding activities, inadequate

inventory control and shortcomings in retaining a holistic view. While we have

identified several shortcomings at the two hospitals, there is no doubt that the

nurses and employees endure heroic efforts every day. Consequently, redesigning

the system is recommended. To a large extent, this entails an urgency of

enhancement in communication both internally at the hospitals and between the

various supply chain actors. In addition, it is suggested that Lean tools are

implemented in daily operations to release employees from being underutilized

and carrying out non-value adding activities. In general, the main step towards

Lean is to identify and eliminate the root causes - not just the symptoms. This

entails a mindset that focuses on problem-solving rather than fire-fighting.

Ultimately, value for the end customer, the patient, will increase.
Beskrivelse
Masteroppgave(MSc) in Master of Science in Business, Logistics, operations and supply chain management - Handelshøyskolen BI, 2019
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Handelshøyskolen BI

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