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Timely access, prompt responses to patient needs, and availability of resources to deliver quality service are the key priorities of healthcare systems, in particular hospitals. To cope with these constraints, healthcare managers have turned into lean thinking and approaches in their attempts to reduce non-value added activities and save costs by reducing wastes. This paper presents a case study of a private hospital in Dublin that used integrated approach of value stream mapping and simulation modeling to assess lean implementation in admission and discharge processes. Simulation enabled the strategic management to examine the outcomes of three possible improvement scenarios on hospital performance before implementing lean strategies. The proposed methodology helped to identify bottlenecks and non-value added procedures. Results analysis showed potential improvement in patients’ admission and discharge cycle times and offered the hospital the cost-saving opportunity of reducing the numbers of bed required.
Tobail, A, Egan, P., Abo-hamad, W, & Arisha, A, (2013). Application of Lean Thinking Using Simulation Modelling in a Private Hospital. In: Fifth International Conference on Advances in System Simulation SIMUL, 2013.