in Clinical Services
Lean
Arti dan makna “LEAN”
(Graban, 2012):
Product Lead Time / Waktu tempuh total
5’ 8’ 7’ 4’
4’ 15’ 10’
Lead Time :
5’+4’+8+15’+7’+10’+4’ = 53’
Traditional Results of
Leadtime Improvement
Time
Time
Traditional Cost Savings focus pada value added time. Small Amount of
Time Eliminated
Lean Results
Non-Value Adding Items
Time
Large Amount
of Time
Eliminated
Time
MR MR MR 20,000 pcs/mo
Order, Weekly (5-day), Fax Order, Daily, Fax
1/Week
P P P Module=100
2/Day
x= X-Purc Parts
I
P/T = 80 Sec
100 pcs I
C/O = 2 Min
Uptime 95%
100 I
pcs 100
Batch Size 500 •Machine 1d
•Raw castings •Forgings,
pcs bolts, nuts, •Assy 1, o-ring, bearing, •Assy 2
material snap ring
•Daily schedule washers •Daily schedule
Machine 1 •DailyMachine
schedule 2 Assembly 1 Assembly 2
• Daily schedule Distribution
• Daily schedule
1, 1x8 hr I 1, 1x8 hr I 1, 1x8 hr I 1, 1x8 hr I 1, 1x8 hr
shift shift shift 100 shift 200 pcs shift
y=machined part 1000 y=machined part5000 pcs y=assy 1 pcs y=assy 2 y=shipped order
x=X-Raw Casting pcs x=X-Machine 1 material
x=X-Machined part, bolts,
x=X-Assy
nuts, 1, O-ring, bearing, x=X-Assy 2, X-Packaging
C-Daily schedule C-Daily schedule washer, C-Daily schedule snap ring, C-Daily schedule C-Daily schedule
P/T = 30 Sec P/T = 45 Sec P/T = 60 Sec P/T = 50 Sec P/T = 90 Sec
C/O = 30 Min C/O = 60 Min C/O = 5 Min C/O = 10 Min C/O = 10 Min
Uptime 95% Uptime 80% Uptime 95% Uptime 95% Uptime 95%
Batch Size 100 Batch Size 100 Batch Size 100 Batch Size 100 Batch Size 100
80 sec + 1.8 hours 30 23.7 45 92.1 60 1.6 50 3 90 PLT = 122.3
sec hours sec
35 hours sec hours sec
40 hours sec hrs
VA = 145
20 50
sec sec sec sec sec
1. Aliran Informasi
2. Aliran Proses
(Operasional, data
& indicator terkait)
3. Waktu
1 A. Preparation
?
A. Preparation
Pilih Pengelompokan Proses/Servise dan Scope VSM (con’t)
A. Preparation
2. Buat/Bentuk Team, Sponsor dan Champion
Mapping Team
No. Function / Position Name
1 Director Imaging Mr AAA
2 VP Operations Mr.BBB
3 Director Admitting Mr.CCC
4 Radiologist Mr. DDD
5 Lead CT Tech Mr.EEE
6 Referring MD office Manager Mr. FFF
7 Manager Imaging Mr. GGG
8 Director IT Mr. HHH
9
A. Preparation
3. Buat Charter dan persetujuan oleh Sponsor dan Champion
Value Stream Mapping Charter
Value Stream Outpatient imaging Executive Sponsor Angelina J, VP Ops
Spesific Conditions/ process CT Scans Value Stream Champion John, imaging Director
Demand Rate 15 CT Scan per Day Facilitator Andrew
First Step Physician office calls to schedule appointment Logistics Coordinator (Optional) George
February 4-6, 2022
Last Step Physician receives report Event Dates & Time 8.00 AM - 5.00 PM
Improvement 6 months
Time Frame Future state fully realized by August 15,2014
Current State Problem & Business Needs
1 Referrals Down 20% since competing imaging center opened
2 High staff turnover (50% last year).Using too many agency techs
3 Average patient wait time is 45 mins
4
5
Target Condition (prioritized quantitative) Mapping Team
1 Reduce lead time ( Patient arrival to report received) by 50% No. Function / Position Name
2 Increase referrals by 20% in 2014 1 Director Imaging Mr AAA
3 Improve staff morale ( Techs and admin ) 2 VP Operations Mr.BBB
4 Reduce Rework when sending reports by 50% 3 Director Admitting Mr.CCC
5 4 Radiologist Mr. DDD
Benefits to Customers & Business 5 Lead CT Tech Mr.EEE
1 Faster response time & report quality - happier doctors and patients 6 Manager Imaging Mr. GGG
2 Ability to recapture lost market share 7 Director IT Mr. HHH
3 Ability to atrract and retain highly skilled techs 8
4 Improved ROI for imaging equipment 9
5
Relevant Data Agreement
1 Market Share intelligence Executive Sponsor Value Stream Champion
2 Survey referring physicians Name Angelina J, VP Ops John, imaging Director
3 Survey radiologists & imaging staff Sign
4 Review patient surveys, especially anecdotal feedback
5 Date
Template VSM Charter
Value Stream Mapping Charter
Value Stream Executive Sponsor
Spesific Conditions/process Value Stream Champion
Demand Rate Facilitator
First Step Logistics Coordinator (Optional)
► Sepakati awal (start) dan akhir (end) value stream sebelum memulai
pemetaan sebagaimana pada Charter yang sudah dibuat
► Batasi value stream hanya pada satu produk atau kelompok proses/layanan
– Sertakan inspeksi barang datang, dan aktivitas test material jika ada.
– Contoh simbol:
“ Material bisa dalam arti : formulir hasil periksa, data pasien, resep, obat, dll”
Langkah 3: Gambar Alur Informasi
► Gambar sebuah garis waktu dibawah kotak proses dan inventory untuk
menuliskan waktu proses dan waktu transisi untuk membuat waktu lead
time.
Identifikasi data yang diperlukan untuk setiap prosesnya
Misal : Data waktu ( Cycle Time/ Process Time , Value Added time, transfer
movement time antar proses/layanan, dll )
8 hours 10 min 16 hours 5 min 5 min 1 day 40 hours Process Lead Time = 80.33 hours
16 hours
Value Add Time = 10 min
5 min 2 min 3 min
2. Identifikasi Cycle Time, transition time yang paling lama (time trap) dan yang
5. Gambarkan Future State VSM , hasil dari Analisa VSM current state
Ide Perbaikan : SCAMPER
❑ Cycle Time
Adalah waktu yang di butuhkan oleh masing-masing atau satu bagian (sub
proses) untuk menyelesaikan 1 pekerjaan di bagian tersebut. Cycle time sering di sebut
juga dengan Process Time (PT)
❑ Time Trap
Waktu terlama dari suatu sub proses dalam satu rangkaian proses. ( Cycle Time dengan
waktu terlama)
D. Develop and Execute Transformation Plan
Setelah gambaran Future VSM terbentuk, maka kita perlu menuju ke
pelaksanaan perbaikan ( transformation) yang sebenarnya.
# Measurable target
# Proposed Countermeasure