Evaluating The Concepts Of Health Quality Management That Have Been Adapted From Manufacturing Environments

[20] cited (Miller, D., et. al., 2005).”“Adoption of Lean management strategies while not a simple task can help healthcare organizations improve processes and outcomes, reduce cost, and increase satisfaction among patients, providers and staff” . Balle [5] states that: “the adoption of lean in healthcare is very young it started in the late 90s but started to gain a little bit of momentum in the last decade and now in this decade many health organisations are looking at lean principles since it has been proven to be very successful in many cases around the world”.

Healthcare providers strive to improve service quality by implementing various quality management programs. Customers tend to seek for higher quality of care when choosing treatments, providers, and health plans. For healthcare organizations that desire to provide high quality care and compete in the global market, choosing a quality management program to implement is critical for performance and efficiency. Many studies have been conducted to analyze the effectiveness of such programs. Lean, Six Sigma and Total Quality Management (TQM) are three programs that will reviewed by three different case studies in efforts to understand them and to compare and contrast their capabilities.

“Lean means creating more value for customers with less” (Krejewski, L., Ritzman, L.P., & Malhotra, M.K., 2013). Implementing this into a project can make the project very successful at a lower rate of cost and time. There are five steps in allowing the lean process to work successfully. This process is easy to remember but not always easy to achieve. Specifying the value from the customer’s point of view of the product that the customer is interested in purchasing is the first step. Identifying all the steps of value for the product the customer wants to purchase and eliminating the steps that are unnecessary is the second step. Creating a sequence of steps that flow in a consistent fashion and will flow smoothly toward the customer is the third step. Introducing the flow of the product that the customer is interested in purchasing and allowing the customer to pull value from the product is the fourth step. The fifth and final step in the lean technique process is “as value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste” (Lean Enterprises Institute, 2015).

Performance improvement is a constant focus in healthcare today to reduce costs and meet the demands of value-based purchasing and healthcare reform. Healthcare organizations have implemented various performance improvement methodologies to reduce operating expenses while improving quality and patient outcomes (Betka, 2012). Many healthcare organizations have turned to performance improvement methods such as Lean and Six Sigma to manage their costs, productivity, customer needs, and operational growth (Betka, 2012).

Lean is an approach that can be used in every organization to increase customer satisfaction, decrease costs, improve quality, and increase the output, by eliminating waste and creating value (Manos & Vincent, 2012, p.1).

Baylor Medical Center managers will focus on improving quality services including, costumer services. To achieve a highest level of the performance, it requires a different of quality improvement plans and strategies. Management department at Baylor medical center will choose some tools includes, Lean Sigma Six, Plan, Do, Study, Act, and Sigma Six. Applying the information technology would help a lot to improve the quality of services. The management will focus on the following, patient registration, electronic medical records, and electronic materials management. Improving quality of services requires setting up benchmarking and plans. By using these tools and methods it will improve their capability to create a successful quality of

Lean is defines the manufacturing philosophy that reduces the time between the shipping and customer demand, which based on the systematic method by eliminating waste, that means giving the customer what they want when they want it, and don 't waste whatever. Rahmana, Sharif and Esa (2013) suggested lean production is mentioned to improve the company 's performance from the philosophy in reducing waste in order. That means, lean system destination is the decrease cost by removing the non-value activities, which they are applying a category of tools and techniques for checking and eliminating defective in the production process. In the Evenort Company should emulate the five overriding principles of lean thinking in terms of implementing lean that there is guarantee the company has been driving correctly in the lean manufacturing (Cardiff 2015) as can show in table 1.

With those waste which could happened in NHS, the use of lean will help NHS develop service step by step by improve quality, efficiency, patient care, safety and reduce mortality, waste, costs (Patel, 2008). The first step, it is to add specify value by meet the customer needs and improve it (Westwood, 2007). The NHS need identify which kind of value can provide to customers. The value added only by which can improves patient care and experience, otherwise it is waste. For example, all the consumers want high standards and good service, no delays. Consumers do not want have time waste, such as missing a procedure, only because laboratory tests are not available or the staff are on holiday.

Companies compete with others across global market to gain competitive advantage. Customers desire high quality products which meet their specification at reasonable price. Customers want manufacturers to meet their demands, and they switch to different brands if their needs are unmet. Thus, manufacturers are looking for ways to speed up their process and at same time achieve highest level of customer satisfaction. Lean methodology is one of the ways by which manufacturers can achieve the same.

Mr Taichi Ohno first developed the Lean Concepts at Toyota ( Womack, 1998) The principles he developed are applicable both to the manufacturing and the service sectors( A.Lakshminarasimha,2005). To enable a proper perspective on the concepts of Lean, an attempt is made to briefly recapitulate on them.

Principles of lean thinking have been broadly accepted by many manufacturing operations and have been applied successfully across many. Different authors define it distinctively. Lean manufacturing is most frequently associated with the elimination of seven important wastes to ameliorate the effects of variability in supply, processing time or demand defined it as a philosophy of manufacturing that focuses on delivering the highest quality product on time and at the lowest cost. Worley (2004) defined it as the systematic removal of waste by all members of the organization from all areas of the value stream. Briefly, it is called lean as it uses less, or the minimum of everything required to produce a

When the entire analysis process was completed, it was possible to identify how Toyota, having created the Lean Production method, had higher standards to any competitor in the industry. In this way, it began to replicate this method in many production plants in US and Europe. However, not only the comparative analysis of the production processes was made, but also extended to the supply chain. Once again, the results were surprising since the performance of Toyota in terms of the supply chain was much more efficient than other companies. In this way, they began to adopt similar measures to those of Toyota´s practices in order to maximize resources and making the transition from a mass production model to a Lean Production model (Graves A. and Madigan, D., 2012).

Toyota 's Production System (TPS) is based upon “lean” principles that includes focusing on the customer, constant and recurrent improvement, and superiority through waste reduction, and combined upward and downward developments as part of a lean. “TPS is the foundation for what has become a global movement to “think lean”. Most manufacturing companies in the world have adopted some type of “lean initiative,” and this concept is now spreading to a diverse range of organizations, including the defense department, hospitals, financial institutions, and construction companies” (Liker & Morgan, 2006). Unlike like TPS, Lean is a business improvement idea that focuses on the true needs of the customer to help the business prevent waste from being built into the system. This paper will compare and contrast the concept of Lean and TPS used by Toyota.

The Toyota Production System (TPS) is a standard and admirable model of Lean Manufacturing, though it should be kept in mind that this structure is custom-made to the requirements of Toyota, so that it can 't be imitated to other organizations without alteration. Moreover, TPS incorporates not only common Lean-principles such as decreasing waste, encouraging flow and generating market-pull, but comprises also lean management by the use of other progressive approaches such as Total Productive Maintenance.

Lean originally comes from the thought of scarce resources. The Japanese automotive manufacturer called Toyota was the one who introduced this method with innovations such as JIT, and so forth [14; 44; 28]. Lean operations were used as a different method for capital-intensive mass manufacture in order to help firm use resources more effectively and efficiently. As a result, the firm will be able to reduce muda activity and non-value adding tasks. The procedure of lean implementation and research had been widely used by many organizations across the world. Conglomerates found out that the manufacturing process need not only improvement in performance, but also the development must be extended and