VPS Healthcare was founded in 2007 in the UAE to provide high-quality and affordable healthcare. It has since grown to become the largest private healthcare provider in the country, operating over 23 hospitals and 125 medical facilities. The case study examines applying lean thinking principles from Toyota to healthcare to reduce waste and inefficiencies. Examples are given of lean improving patient safety, clinic workflow, and reducing surgery setup times at various hospitals. The document also describes how lean was used to improve emergency department throughput at a hospital in Italy.

1. “A CASE STUDY ON LEAN THINKING IN THE
HEALTHCARE SECTOR”
SUMMER INTERNSHIP PROJECT PRESENTATION

2. ORGANISATIONAL STUDY

3. IntroducingVPS Healthcare
VPS Healthcare was founded in the United Arab Emirates (UAE) in 2007 with the intention
of giving patients access to high-quality, affordable healthcare services.The LLH Hospital
was established in Abu Dhabi, the UAE's capital, to begin the journey.VPS Healthcare has
offices across the Gulf, India, and Europe and has grown to be a worldwide healthcare
network in more then ten years. In addition to LifePharma, one of the largest
pharmaceutical production firms in the United Arab Emirates, they currently own and
manage 23 hospital, more than 125 medical institutions, and other businesses. Since their
establishment in 2007, they have made a sizable and vital contribution to the growth of
the UAE's healthcare sector. As a result, they have grown to become the biggest private
healthcare provider in the country, taking care of the yearly medical needs of millions of
individuals.

4. Vision
• Vision
• “Wherever we operate, to be the preferred and trusted choice in quality
healthcare, associate support functions and services.”The firm believes in proving
trusted and effective treatment to the employees in an effort to be the best
among the best.They had been engaged in various charitable activities with an
effort to arouse humanitarian attitude amongst the people. One such activity can
be traced back in 2017 when the hospital welcomed Eman Abdul Atti, once known
asWorld’s fattest woman.

5. Mission
• Mission “To achieve world-class corporate governance in healthcare, using
technology and the latest medical advances to provide services and outcomes that
exceed expectations.” As part of the incorporation of health informatics (IT) into
primary care, information about people's healthcare is maintained using a variety
of computerised systems for both patients 15 and patient groups. Application of
healthcare IT can improve care standards even while healthcare costs decrease.

6. SOCIAL RESPONSIBILITY
- $1 million donation to the UAE Red Crescent to help ongoing humanitarian
efforts inYemen;
- $1 million contribution to the UAE Red Crescent to help ongoing
humanitarian efforts inYemen;
- Jobs and educational support for the families of the Mangalore plane
crash victims in 2010;
- Financial support for the Prime Minister's National Relief Fund for victims
of the Jammu and Kashmir floods;
- - Support fromVPS Healthcare for the Ministry of Health, UAE's initiative
for Syria Humanitarian Aid.

7. FUNCTIONAL DEPARTMENTS
There are about ten departments in the center; Reception, Billing, Insurance, MRD,
Medical coding, Marketing, Store Management, IT, finance Engineering, Nurses, and
doctors. I assisted the asst. managers of the first six departments.
• RECEPTION -Registration is the main task entrusted to this department.They
take appointments and register patients.This department should be frequently
updated about the arrival and departure of the doctors to inform the patients
while registering. Attend to patients on the phone and in person.To ensure the
seamless operation of the healthcare environment and to assist in the provision of
high-quality patient care, coordinate and organize appointments and documents.

8. • BILLING - This department assigns payment codes to the services availed by the
patients and assists in solving errors caused in the filing of different documents.
Calculating and obtaining payments for medical procedures and services is the
responsibility of a medical biller.They are responsible for updating patient data,
creating payment schedules, and creating bills.They work in administrative
medical offices to guarantee that patient bills are processed fast and correctly.
• MRD - Medical record department deals with the documentation of all the files of
each patient.They scan and upload all the reports and tests; POCT urinalysis,
Confirmation of physiotherapy department, EEG, Sick leave, MRI Scan, and
tympanometry.

9. • MEDICAL CODING - After going through the prescriptions made by the doctors, a
medical coder sets a code for each diagnosis from the already existing set of
medical codes made by the Department of Health. Medical coding is the process
of converting diagnoses, treatments, services, and equipment used in healthcare
into standard medical alphanumeric codes.The diagnoses and procedure codes
are derived from the documentation in the medical records, such as 24 the
transcription of the doctor's notes, the results of the laboratory and radiologic
tests, etc. Professionals in medical coding assist in ensuring that the codes are
correctly applied during the medical billing process, which entails extracting the
necessary information from the supporting documentation, assigning the proper
codes, and generating a claim that will be reimbursed by insurance companies.

10. • MARKETING -The department decides the colour, style, and positioning of different
posters and conducts marketing campaigns.They work to create a brand strategy and
numerous marketing plans for the hospital brand in accordance with corporate policy.
They maintain the hospital's whole publication inventory, including its brochure,
leaflets, handbills, and information booklets.These must include the writing, the layout,
the inventiveness, the proofreading, etc.
• STORE MANAGEMENT -The department keeps the count of inventory and issues
purchase requests whenever demanded.The fundamental responsibility of a hospital's
stores is to ensure that all departments have an uninterrupted supply of supplies,
ensuring the hospital's continued smooth and effective functioning. An effective
procedure must be followed in order to ensure an unencumbered distribution of
supplies

11. SWOTANALYSIS

12. “A CASE STUDY ON LEAN
THINKING IN THE HEALTHCARE
SECTOR”

13. LEAN MANAGEMENT
• Lean management is built just onToyota production, which has been introduced in
the late 1940s.Toyota developed theToyotaWay after putting into practice the
lean management management principles in an effort to cut back on wasteful
procedures.
Five lean management tenets
• Determine value
• Mapping the value stream
• Establish an ongoing workflow
• Implement a pull system
• Encourage ongoing development

14. Overproductio
n
Waiting
Non-utilized
talent
Extra-
processing
Motion
Inventory
Transportation
Defects
8 WASTE’S

15. APPLYING LEANTO HEALTHCARE
Cutting
Costs
Boosting
Employee
Better
Service to
Patients

16. Real Life Examples
• Consistent increases in patient safety:TheVirginia Mason Institute and the
Université of Maryland Saint Joseph Medical Centre (UM SJMC) collaborated to
create and implement a single management program. UM SJMC achieved its goals
for improving patient experience scores and lowering personnel injuries while also
halving its annual harm incidents.
• Improved ambulatory flow atWake Med Health and Hospitals' primary care
clinics with assistance from theVirginia Mason Institute.
• Reduced surgery setup to enhance patient outcomes:AWilliam Mason team in
charge of the instrument setup for surgical procedures employed root causes
analysis to cut back on errors, drastically reduce prep time, and lessen the
requirement for instrument storage.

17. Lean thinking to improve emergency department throughput
at AORNCardarelli hospital

18. Through the application of the corrective measures following the Lean
interventions, it can be shown that a reduction in the overall durations (total
of the 5 steps, triage, examination, diagnosis, counsel, and dismissal) was
accomplished. Particularly, interventions aimed at enhancing the information
management and staff collaboration and formation result in a decrease in
information delivery delays, which are known as non-added-value
operations.