The document discusses the application of lean methodology at the Hospital Santa Maria Maior to address high hospital costs and resource shortages. It outlines how methods like the 5S tool have led to improved efficiency, reduced waste, and enhanced staff satisfaction. The results indicate a significant improvement in the hospital's internal management processes following the implementation of these strategies.

1. Ana Sofia Silva and Rui Guimarães
Introduction
Methods
Competitive Advantages
Results
Problem
• High hospital costs - Current scenario of cost containment
which have a huge impact on management.
• Shortage of resources
Solution
• Lean Methodology – management strategy that has been
widely used in several sectors as a tool for the search for
continuous improvement, eliminating waste and adding more
value to hospital processes.
LEAN Methodology
As a Tool for Quality and Efficiency
The first step of Hospital Santa Maria Maior, E.P.E.
Higher Response Speed
Positive changes in
organization and workforce
Largest service organization
Production or service costs may
decrease as the error and stock
levels decrease.
Cost Reduction
Improved Visibility to
Stakeholders / Patients
Elimination of losses
and waste
Better Management of
Changing Priorities
• Detailed characterization of the processes and the service
operation mode, followed by the application of the Lean
Methodology at Patient Management Service (Hospital Santa
Maria Maior, E.P.E.), namely the 5S Tool.
The optimization of resources
focuses the workers on their tasks.
2S – SEITON (Set in Order)
Arrange items so that they are
easy to use, find and put away.
3S – SEISO (Shine)
Keep the items and work
area neat and clean.
1S – SEIRI (Sort)
Eliminate unnecessary
items from the workspace.
4S – SEIKETSU (Standardize)
Create a consistent approach
to tasks and procedures.
5S – SHITSUKE (Sustain)
Make a habit of maintaining
the correct procedures.
5S
• Disposal and waste reduction (more than 50 bags of crushed paper were
disposed of).
• Profitability of the available spaces, namely due to the improvement of
the layouts and service organization.
Before
After
After
Before
After
Before
After
After
• Increased professionals’ satisfaction.
Conclusions
The results showed that, with the application of the Lean Methodology, there was a
significant improvement in the internal management of the Patient Management
Service.
After
Acknowledgements
This work was only possible with the support of CLT Services, namely Eng. João Paulo Pinto and it is inserted in the project “SNS + Proximidade”. Thanks to
Dra. Patrícia Barbosa for all her disponibility.