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Lean Healthcare. An Experience in Italy

  • Alberto Portioli-Staudacher
Part of the IFIP – The International Federation for Information Processing book series (IFIPAICT, volume 257)

In this paper we present the experience of a lean implementation in a Hospital. It all steamed out from a need to cut cost, and the focus on inventory reduction. The methodology adopted and the peculiarities of an implementation in a hospital are presented. A strong reduction in inventory has been achieved but, more important, broken processes which lead to excessive inventories have been identified so giving the possibility to remove the root causes and avoid having the problem again. Finally, one of the best results has been to make people in the hospital see differently about materials management activities: best and faster results, with less effort, are not achieved by batching (e.g. ordering 3 weeks consumption of a medicine needed) rather by standardizing activities and levelling orders and activities throughout the week (e.g. order every day all medicines consumed).

Keywords

Stock Level Safety Stock Break Process Reorder Point Excessive Inventory 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

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    . Slack, N., Lewis, M., 2002, Operations Strategy, Prentice Hall.Google Scholar
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    . Womack, J, Jones, D., 2004, Lean thinking, Free Press.Google Scholar

Copyright information

© International Federation for Information Processing 2008

Authors and Affiliations

  • Alberto Portioli-Staudacher
    • 1
  1. 1.Department of Management, Economics and Industrial engineeringPolitecnico di MilanoMilanoItaly

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