Lean approach to improving performance and efficiency in a nuclear medicine department

Abstract

Healthcare organizations using Lean Management have the potential to decrease the number of errors, reduce wait time and increase productivity. The aim of this review is to assess the literature with regard to the use and efficacy of Lean thinking and Lean methodologies within a Department of Nuclear Medicine. Several health departments have adopted lean thinking as a consistent approach to quality improvement. We considered studies that demonstrated improvements across a variety of outcomes: the common factor was the aim to improve services to the patient. Lean methodology was selected because it is widely used in the healthcare environment and many Lean tools (VSM, one-piece flow, 5S, spaghetti diagram, A3, cell design, SMED) were analyzed for different processes. Many Lean studies have resulted in shortened queuing time, in cost-saving, in reducing defects, in increasing patient volume and in increasing staff and patient safety and satisfaction. Lean tools have the potential to reduce error and costs and improve quality. Because Radiology and Nuclear Medicine departments are similar concerning patient processes, they have plenty of potentials to benefit from systematic Lean adoption. We believe these principles can be applied to other health care delivery areas.