Lean process design for a radiology department

Hatice Camgöz-Akdağ (Department of Management Engineering, Istanbul Technical University, Istanbul, Turkey)
Esra Çalişkan (Department of Management Engineering, Istanbul Technical University, Istanbul, Turkey)
Sirel Toma (Department of Management Engineering, Istanbul Technical University, Istanbul, Turkey)

Business Process Management Journal

ISSN: 1463-7154

Publication date: 3 July 2017

Abstract

Purpose

The purpose of this paper is to design a future value stream map of the system and patient pathway with lean health care application tools in terms of quality improvement (QI) in order to decrease the non-value-added activities for patients, doctors, and nurses for a radiology unit in a public hospital based in Istanbul, Turkey.

Design/methodology/approach

Data are collected from personal observations, information technologies unit, and authorized employees. In order to measure subprocesses, some qualitative data are transformed into quantitative data via authorized employees’ experiences. Moreover, data tracking and keeping systems are too poor for revealing the current situation.

Findings

The current value stream map of the system of the radiology department of a public education and research hospital was analyzed and the future value stream map of the system and patient pathway was redesigned with lean health care application tools in terms of QI.

Research limitations/implications

The greatest limitation is the resistant to change and fear of talking on mistakes and low performances.

Originality/value

This paper states an example of a current and future value stream map showing step by step where the bottlenecks are and how these can be improved and what specific benefits will this analysis bring to the health care system. It will be useful for both academicians and practitioners on how to apply lean to health care.

Keywords

Citation

Camgöz-Akdağ, H., Çalişkan, E. and Toma, S. (2017), "Lean process design for a radiology department", Business Process Management Journal, Vol. 23 No. 4, pp. 779-791. https://doi.org/10.1108/BPMJ-02-2017-0025

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Publisher

:

Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

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