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Lean in Healthcare part 3

π‹πžπšπ§ 𝐒𝐧 π‡πžπšπ₯𝐭𝐑𝐜𝐚𝐫𝐞 part 3 of 3

This is the last blog in the series of 3. In this blog an explanation of Lean applied and examples in Healthcare. Enjoy the read!

What is πŸ††πŸ…°πŸ†‚πŸ†ƒπŸ…΄ in healthcare? #TIM WOODS
q π‘»π’“π’‚π’π’”π’‘π’π’“π’•π’‚π’•π’Šπ’π’; Decrease the movement of patients, supplies, and equipment to improve patient flow. Transportation waste in healthcare involves unnecessary movement of people, supplies, and medical equipment. 
q π‘΄π’Šπ’π’Šπ’Žπ’Šπ’›π’† π’Šπ’π’—π’†π’π’•π’π’“π’š; inventory represents tied-up capital and storage cost. 
q 𝑹𝒆𝒅𝒖𝒄𝒆 π’Žπ’π’•π’Šπ’π’ to prevent injuries and save time. Waste in motion occurs whenever hospital workers perform movement in their workspace that does not add value for patients. 
q 𝑹𝒆𝒅𝒖𝒄𝒆 π‘Ύπ’‚π’Šπ’•π’Šπ’π’ˆ / Idle Time According to lean principles; whenever patients or employees are required to stand by, waste happens. 
q Maximize resources by minimizing healthcare π’π’—π’†π’“π’‘π’“π’π’…π’–π’„π’•π’Šπ’π’. Overproduction waste involves redundancies, creating too much of something, or creating it at inappropriate times. 
q Remove waste from 𝒐𝒗𝒆𝒓-π’‘π’“π’π’„π’†π’”π’”π’Šπ’π’ˆ. Over-processing occurs when unnecessary work goes into treating patients. Needless tests, filling out different forms with the same information, and performing data entry in more than one system are examples. 
q Eradicate 𝒅𝒆𝒇𝒆𝒄𝒕𝒔 to improve quality of care. System failures, medical mistakes, and misdiagnosis are examples of defect waste in healthcare. 
q Understand how healthcare waste leads to 𝒖𝒏𝒕𝒂𝒑𝒑𝒆𝒅 π’‰π’–π’Žπ’‚π’ π’‘π’π’•π’†π’π’•π’Šπ’‚π’. The pinnacle of waste in healthcare when workers’ time is consumed by any of the above, they are unable to use it to leverage their creativity and talents for work that promotes patient care and is optimized.

πŸ…΄πŸ†‡πŸ…°πŸ…ΌπŸ…ΏπŸ…»πŸ…΄πŸ†‚  of Lean in Healthcare.

q Redesigned patient rooms. Supplies, medications, and electronic-record-keeping systems were relocated into patient rooms, which allowed nurses to spend 70% more of their time with patients. Additionally, patient safety was improved by equipping rooms with ceiling lifts, beds with alarms and scales, and other equipment.

q Lean Scheduling. Dyad Mother/Newborn Appointments for Postpartum Care in a care facility experienced many no-shows for maternal postpartum checkups due to transportation barriers and long appointment wait times. To solve this dilemma and promote patient-centered care, the clinic combined the mother’s and infant’s appointments into one. The result was a decrease of no-shows from more than 50% to just 15%.

q Crash Cart Inspections. A Children’s Hospital reduced crash cart inspection times from three hours to ten minutes through visual optimization and the reduction of excess supplies and equipment.

Want to know more about Lean in Healthcare? Let’s connect, lets collab, lets create together!


Peggy is a Lean Six Sigma master black belt at heart, a people’s people and bridge builder. I’ve worked at large multinationals in service and production industry. I am creative,analytic with a touch of geek. I have two lovely princesses, a wonderful husband and we live in sunny CuraΓ§ao