Abstract:
The aim of this research is to develop a framework to implement lean thinking in
healthcare supply chain management (HSCM). The framework comprises four
implementation phases namely; preparation state, assessment of the current
state in terms of lean, developing the desired future state in terms of lean and
steady (sustainable) state of new actions taken.
The developed framework covers the lean enablers, factors and the barriers that
may hinder the lean implementation. The final edition of the framework was
validated by three hospitals in Saudi Arabia. In addition, the developed framework
includes model to assess leanness maturity of the HSCM. The HSCM leanness
assessment model was developed by using multi-grade fuzzy approach. This
approach consists of three levels; enablers, criteria and attributes. By using such
approach, the HSCM leanness index was calculated and practices for further
improvement were identified. Five enablers that are important for implementing
lean principles in HSCM were identified. The enablers are medical management
responsibility, healthcare supply chain processes management, medical human
resource, consumer relationship and supplier relationship.
Nine lean barriers that are obstacle lean implementation include: existence of
physicians’ preferences, unpredictable patient demand, Inadequate knowledge
and lack of understanding lean concept , identify type of waste through HSCM
processes (delivering value to the patient), hospital culture and resistance to
change, lack of hospital support, commitment and disbelief in lean , scarcity of
qualified human resources and lack of training , assessment of the required level
of leanness and lack of effective communication and information sharing.
Prioritization and proposed solutions to overcome these barriers were provided.
HSCM leanness assessment model was developed based on three levels:
enablers, criteria, and attributes.
Mixed methods has been used as research methodology. The research has
started with extensive literature review related to supply chain management and
lean with focus on healthcare context. Next, the qualitative method was used
during field study by using semi-structured and structured interview to capture
the knowledge from experts (data collection).
The proposed framework enables decision-makers at healthcare providers to
implement lean principles in supply chain management through a step by step
process. Implementation of the framework will contribute significantly to
improving the supply chain's overall performance, quality of work, reducing cost
and eliminating wastes and on-time delivery.