Volume 13, Issue 1 (2025)
Health Educ Health Promot 2025, 13(1): 61-69 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Oktaviza Y, Yunus M, Ibrahim M, Chan S. Integrating Advanced Technology and Lean Six Sigma for Enhanced Hospital Management and Operations. Health Educ Health Promot 2025; 13 (1) :61-69
URL: http://hehp.modares.ac.ir/article-5-78433-en.html
URL: http://hehp.modares.ac.ir/article-5-78433-en.html
1- Management Department, Economic and Business Faculty, Syiah Kuala University, Aceh, Indonesia
Abstract: (101 Views)
Aims: Long waiting times and inefficient processes are common challenges in hospital outpatient departments, impacting both patient satisfaction and operational costs. This study investigated the application of lean six sigma principles, specifically value stream mapping, to enhance efficiency and service quality at Ibnu Sina Hospital in Indonesia.
Materials & Methods: This mixed-methods case study involved the observation of 50 patients to measure value-added and non-value-added time, along with interviews with seven key stakeholders (the hospital director and medical staff) to validate findings and understand contextual challenges, such as cultural resistance and staff engagement.
Findings: There were significant inefficiencies in outpatient processes, from patient arrival to prescription collection. Targeted interventions included integrating the hospital management information system with the JKN app and WhatsApp for registration (reducing wait time to zero), optimizing physician schedules and staffing levels, implementing Electronic Medical Records, and introducing e-prescriptions and SIOPA in the pharmacy. These interventions resulted in a dramatic 70% reduction in total service time, from 177.45 minutes to 54.43 minutes, and a 76% decrease in wasted time, from 163.02 minutes to 40 minutes.
Conclusion: There are significant inefficiencies in the outpatient process flow at Ibnu Sina General Hospital, particularly in patient waiting times and manual administrative tasks.
Materials & Methods: This mixed-methods case study involved the observation of 50 patients to measure value-added and non-value-added time, along with interviews with seven key stakeholders (the hospital director and medical staff) to validate findings and understand contextual challenges, such as cultural resistance and staff engagement.
Findings: There were significant inefficiencies in outpatient processes, from patient arrival to prescription collection. Targeted interventions included integrating the hospital management information system with the JKN app and WhatsApp for registration (reducing wait time to zero), optimizing physician schedules and staffing levels, implementing Electronic Medical Records, and introducing e-prescriptions and SIOPA in the pharmacy. These interventions resulted in a dramatic 70% reduction in total service time, from 177.45 minutes to 54.43 minutes, and a 76% decrease in wasted time, from 163.02 minutes to 40 minutes.
Conclusion: There are significant inefficiencies in the outpatient process flow at Ibnu Sina General Hospital, particularly in patient waiting times and manual administrative tasks.
Article Type: Original Research |
Subject:
Health Communication
Received: 2024/12/12 | Accepted: 2025/01/22 | Published: 2025/01/30
Received: 2024/12/12 | Accepted: 2025/01/22 | Published: 2025/01/30
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |