精实医疗的回顾与发展
The Review and Development of Lean Healthcare

作者: 郭仓义 , 沈如鹏 :国立中山大学企业管理学系,高雄;

关键词: 精实生产医疗产业精实医疗 Lean Production Healthcare Lean Healthcare

摘要:

各国医疗产业的成本与效率问题,一向是许多学者与专家的挑战,本文将以文献回顾的方式探讨精实医疗的演进,并列举精实医疗改革成功的案例与导入精实管理的方法。除此,我们以目的、过程、人员三构面与精实生产的五个重要原则——确定价值,价值流程,流程、后拉生产及追求完美,整理相关文献的改革关点,说明精实生产如何转换于医疗产业,期望能提供给医疗产业的管理者或改革者,在设定医疗机构目的、运作流程、组织人员训练时,能有具体参考信息。

Abstract: There are always challenges to researchers on the issues of cost and efficiency in healthcare worldwide. This study utilizes method of literature review to state how lean healthcare evolve and list the successful healthcare reformed cases. Further, we develop a table which consist of three dimensions (purpose, process, people) and five lean principles (specific value, value stream, flow, pull, perfection) to explain how to transfer lean production to healthcare. Finally, we hope that literature review and the conceptual trans- formative mechanism will provide reformers specific applications of lean production in healthcare en- vironment.

文章引用: 郭仓义 , 沈如鹏 (2013) 精实医疗的回顾与发展。 服务科学和管理, 2, 27-31. doi: 10.12677/SSEM.2013.21005

参考文献

[1] R. S. Kaplan, M. E. Porter. How to solve the cost crisis in health care. Harvard Business Review, 2001, 89(9): 46-64.

[2] P. Hines, M. Holweg and N. Rich. Learning to evolve: A review of contemporary lean thinking. International Journal of Operation & Production Management, 2004, 24(10): 994-1012.

[3] B. Kollberg, J. J. Dahlgaard and P. Brehmer. Measuring lean initiatives in health care services: Issues and findings. International Journal of Productivity and Performance Management, 2007, 56(1): 7-24.

[4] J. P. Womack, D. T. Jones. Lean thinking. London: Simon & Schuster, 2003.

[5] J. Womack, D. T. Jones and D. Roos. The machine that changed the world. New York: Rawson Associates, 1990.

[6] J. P. Womack, D. T. Jones. Beyond Toyota: How to root out waste and pursue perfection. Harvard Business Review, 1996, 74 (5): 140-144, 146, 148-152, 154, 156, 158.

[7] S. Avery. Buyers get back to basics. Purchasing, 2003, 132(4): 30-33.

[8] T. Young, S. Brailsford, C. Connell, R. Davies, P. Harper and J. H. Klein. Using industrial processes to improve patient care. British Medical Journal, 2004, 328(7432): 162-164.

[9] F. Breyfogle, A. Salveker. Lean six sigma in sickness and in health. Austin: Smarter Solutions, 2004.

[10] D. Miller. Going lean in health care. Cambridge: Institute for Healthcare Improvement, 2005.

[11] P. Hines, P. Found and R. Harrison. Staying lean: Thriving, not just surviving. Cardiff: Lean Enterprise Research Centre, 2008.

[12] R. Shah, P. Ward. Defining and developing measures of lean production. Journal of Operations Management, 2007, 25(4): 785-805.

[13] H. Rogers, K. Silvester and J. Copeland. NHS Modernisation Agency’s way to improve health care. British Medical Journal, 2004, 328(7437): 463.

[14] R. Bohmer, E. M. Ferlins. HBS case 9-606-044. Boston: Virginia Mason Medical Center, Harvard Business School, 2006.

[15] D. L. King, D. Iben-Tovim and J. Bassham. Redesigning emergency department patient flows: Application of lean think- ing to health care. Emergency Medicine Australasia, 2006, 18(4): 391-397.

[16] A. Manos, M. Sattler and G. Alukal. Make healthcare lean. Quality Progress, 2006: 24-30.

[17] Z. J. Radnor, R. Davies and N. Burgess. How much lean are English hospitals implementing? National Health Executive, 2009, 9-10: 60-62.

[18] C. Grönroos. Service management and marketing. Chichester: Wiley & Sons, 2000.

分享
Top