Hospital Logistics System Project (HLS) focuses on Continuous Improvement and Process Innovation

The Hospital Logistics System Project (HLS) that has been implemented in a few hospitals is based on eliminating waste in the operational and logistic processes through KAIZEN™ Lean methods.

This project made it possible to perfect the management of processes, transform the organizational culture of the department and reach the goal of promoting a more intense collaboration between professionals as well as their greater involvement in the core of the department.

In terms of benefits, and taking stock of the 5 years this project has already been in motion, the increase of efficiency and effectiveness that this system has introduced has been reflected in the satisfaction of healthcare professionals (whose time is now exclusively dedicated to patients) in the reduction of stocks and in the reorganization of target services with the implementation of visual management and process simplification.

Visual management and simplicity sustain the TSM model

The principles of continuous improvement have been at the root of the implemented system since the very beginning, achieved by the implementation of Total Service Management (TSM) – 6 steps towards excellence. The use of this tool focused on administrative processes as much as on the management of the warehouse, looking to unite improvements in each of these two areas – administrative and operational – as a way to reach an efficient stock management and reduction. By having consecutive internal work sessions, team members were encouraged to question the routines of their day-to-day lives and to develop more efficient and effective paths to get to results, always rooted on the use of standard tools.

In terms of process innovation, the project was focused on studying and developing a new method of replacing pharmaceutical and clinical supplies for the clinical services. Substituting the previous system of replacement based on levels and weekly supplies with storage units managed with KANBAN systems, which now works with a 2-box use and twice a day replacements. Each empty box represents an order to replace the unit that will be fulfilled in the following cycle.

The development of provision routes, the reorganization of the central storage space to simplify picking, the development of transport cars (Misuzumashi) adapted to the new reality and the training of logistics operators that perform the routes were some of the other upgrades brought by the HLS that lead to the system being able to address expectations.

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