การประยุกต์ใช้แนวคิดลีนเพื่อปรับปรุงกระบวนการให้บริการ คลินิกโรคหัวใจและหลอดเลือด โรงพยาบาลมหาราชนครเชียงใหม่

• Main Author: นฤมล ไชยวารีย์
• Other Authors: ผู้ช่วยศาสตราจารย์ ดร.ฐิติณัฏฐ์ อัคคะเดชอนันต์
• Format: Independent Study
• Language: other
• Published: เชียงใหม่ : บัณฑิตวิทยาลัย มหาวิทยาลัยเชียงใหม่ 2020
• Online Access: http://cmuir.cmu.ac.th/jspui/handle/6653943832/69509
• Institution: Chiang Mai University

Waiting time management is one of the key factors of establishing an effective service system management of outpatient clinics. The purpose of this developmental study was to improve the service process in the Cardiovascular Clinic, Maharaj Nakorn Chiang Mai Hospital, using the Lean Concept of Womack and Jones (2003). The study population consisted of 13 personnel working in the Cardiovascular Clinic. The study samples were the minor activities of the service process in the Cardiovascular Clinic calculated by using the standard time. The study instruments included: 1) a table of describing the service process, 2) a flow process diagram, 3) an activity value analysis form of 4) a time spent on the activities record form, and 5) a focus group interview guidelines regarding obstacles and the recommendations for improving the service process. These instruments were validated by five experts and the interrater reliability of two observers for the time recording was 1.0. The data were analyzed using descriptive statistics. The results were as follows: 1. The improved service process of the Cardiovascular Clinic consisted of 4 major activities and 19 minor activities, which was a reduction of 3 minor activities reduced from the process before improvement. 2. The standard time of the service process was 93.59 minutes, which was a reduction of 36.07 minutes reduced from the process before improvement. 3. The obstacles and suggestions for improving the service process of the Cardiovascular Clinic could be categorized into 4 dimensions: 1) management, 2) personnel, 3) communications, and 4) equipment. The results of this study indicated that the development of service processes using the Lean Concepts can reduce the number of activities and time in the service process.Therefore, the administrators can apply the Lean Concept to improve the quality of the service systems in other units within the organization.