LEAN APPROACHES IN IMPROVING LONG WAITING TIME FOR PATIENTS TO COLLECT MEDICINE AT HOSPITAL SULTANAH AMINAH, JOHOR BAHRU (HSAJB)
DOI:
https://doi.org/10.70672/y1r7kb20Keywords:
Lean; Kaizen; Value Stream Mapping; Waiting time; Outpatient pharmacyAbstract
The long waiting times in the outpatient pharmacy at Hospital Sultanah Aminah, Johor Bahru (HSAJB) are a persistent issue that negatively impacts patient productivity and hospitality experience. This unit serves an average of 1,800 patients daily from more than 25 specialist clinics in the HSAJB polyclinic building. Overcrowding, inefficient patient flow, and long waiting hours at HSAJB have led to increased dissatisfaction and patient complaints. On average, patients wait 76 minutes to collect medication at HSAJB, whereas the dispensing processing time should ideally be within 30 minutes according to our Key Performance Indicator (KPI). Lean methodology aims to improve the patient experience by reducing the waiting times. The drug preparation process involves 7 stages in the Value Stream Mapping (VSM), with 13 steps. Patients waited an average of 76 minutes for medication, with 69.05 minutes as non-value-added time and 7.05 minutes as value-added time. VSM considers patient journey experience, identifying root causes like insufficient workflow, limited counter space, resource allocation, overcrowding, and understaffing through fishbone and swim lane diagrams. Thirty (30) areas of waste were identified. Eight (8) Kaizen bursts were implemented, focusing on process optimization, workflow improvement, infrastructure enhancement, and patient mobilization. resulted in a standardized process. Kaizen bursts led to the development of a standardized process with total lead times reduced to 4.9 minutes. The 7 stages of the VSM were streamlined to 3, and the total processes reduced from 13 to 6. Workforce optimization reduced from 6 personnel to 1. MedXpress ordering service and improved collection points have significantly reduced waiting times, enabling convenient medicine collection. The Lean approach in an outpatient pharmacy reduced waiting times and improved satisfaction, with future promotion through a 'Lean Corner' and Kaizen culture through weekly gemba walks and brainstorming sessions.
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