Mejora en el Tiempo de Atención al Paciente en una Unidad de Urgencias Mediante la Aplicación de Manufactura Esbelta
Open accessAbstract
ResumenSe presenta una propuesta de mejora en el tiempo de atención al paciente, mediante la aplicación de la metodología de Manufactura Esbelta (Lean Manufacturing), en una Unidad de Urgencias para adultos de un Hospital en La Sabana de Bogotá, Colombia.La problemática evidenciada, hace referencia al incumplimiento o exceso en los tiempos que los pacientes deben esperar para ser atendidos frente a los estándares establecidos por la Secretaría Distrital de Salud.En primera instancia, se establece el estado actual de los procesos de atención, posteriormente se identifican los factores que generan demoras y finalmente se realiza una propuesta de mejora.Los resultados evidencian que los procesos a mejorar son: el ingreso a Triage (sistema de clasificación de urgencias) y consulta, el proceso según consulta y la orden de salida del paciente.La aplicabilidad de la propuesta se evaluó a través de simulaciones basadas en el Software Arena.Las simulaciones muestran mejoras importantes en los tiempos de atención y de espera de los pacientes.
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
Applying Kanban to reduce service time in specialist consultations in a hospital obtained 67%, generating value for the client.
“Para reducir el tiempo de servicio en las consultas con el especialista en un hospital, se aplicó esta herramienta obteniendo un 67%, generando valor para el cliente. 48”
From Marco de Referencia de la Aplicación de Manufactura Esbelta en la Industria (2017) · cites this paper as [48]
Table 4 (section “Recibir información personal del paciente”; page unavailable) reports a proposed 67% reduction in doctor-consultation time, from 30 to 10 minutes, and the paper links the proposed improvements to generating value for patients. However, the Methodology describes Kanban markers within value-stream mapping, not Kanban as the intervention responsible for that reduction. The improvement was evaluated by simulation rather than observed after implementation. (LLM, conf=0.89)
Experimental — accuracy not yet measured
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Cites
Lean in healthcare: The unfilled promise?
Radnor, Z. J., Holweg, M., & Waring, J. (2012) · Social Science & Medicine · doi:10.1016/j.socscimed.2011.02.011 · Cited by 737 · see citing works
Trends and approaches in lean healthcare
de Souza, L. B. A. (2009) · Leadership in health services · doi:10.1108/17511870910953788 · Cited by 666 · see citing works
Lean Thinking in Emergency Departments: A Critical Review
Holden, R. J. (2011) · Annals of Emergency Medicine · doi:10.1016/j.annemergmed.2010.08.001 · Cited by 516 · see citing works
Lean healthcare: rhetoric, ritual and resistance.
Waring, J., & Bishop, S. (2010) · Social Science & Medicine (1967) · doi:10.1016/j.socscimed.2010.06.028 · Cited by 434 · see citing works
The Promise of Lean in Health Care
Toussaint, J. S., & Berry, L. L. (2013) · Mayo Clinic Proceedings · doi:10.1016/j.mayocp.2012.07.025 · Cited by 421 · see citing works
Four decades of lean: a systematic literature review
Stone, K. B. (2012) · International Journal of Lean Six Sigma · doi:10.1108/20401461211243702 · Cited by 386 · see citing works
Evaluating Lean in healthcare.
Burgess, N., & Radnor, Z. J. (2013) · International Journal of Health Care Quality Assurance · doi:10.1108/09526861311311418 · Cited by 299 · see citing works
An evaluation of the value stream mapping tool
Lasa, I. S., Laburu, C. O., & Vila, R. D. C. (2008) · Business Process Management Journal · doi:10.1108/14637150810849391 · Cited by 270 · see citing works
A critical look at Lean thinking in healthcare
Young, T. P., & McClean, S. I. (2008) · Quality and Safety in Health Care · doi:10.1136/qshc.2006.020131 · Cited by 255 · see citing works
Lean service operations: Reflections and new directions for capacity expansion in outpatient clinics
LaGanga, L. R. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.12.005 · Cited by 253 · see citing works
Use of Lean in the emergency department: a case series of 4 hospitals
Dickson, E. W., Anguelov, Z., Vetterick, D., Eller, A., & Singh, S. (2009) · Annals of Emergency Medicine · doi:10.1016/j.annemergmed.2009.03.024 · Cited by 244 · see citing works
Cochran, J. K., & Roche, K. (2009) · Computers & Operations Research · doi:10.1016/j.cor.2008.02.004 · Cited by 190 · see citing works
Mazzocato, P., Holden, R., Brommels, M., Aronsson, H., Bäckman, U., Elg, M., & Thor, J. (2012) · BMC Health Services Research · doi:10.1186/1472-6963-12-28 · Cited by 183 · see citing works
The role of actor associations in understanding the implementation of Lean thinking in healthcare
Papadopoulos, T., Radnor, Z. J., & Merali, Y. (2011) · International Journal of Operations & Production Management · doi:10.1108/01443571111104755 · Cited by 183 · see citing works
Application of value stream mapping in an Indian camshaft manufacturing organisation
Vinodh, S., Arvind, K., & Somanaathan, M. (2010) · Journal of Manufacturing Technology Management · doi:10.1108/17410381011077973 · Cited by 151 · see citing works
Evidence of lean: a review of international peer-reviewed journal articles
Stentoft, J., & Freytag, P. V. (2013) · European Business Review · doi:10.1108/09555341311302675 · Cited by 137 · see citing works
Chiarini, A. (2013) · doi:10.1108/lhs-05-2012-0013 · Cited by 73
A critical analysis of Lean approach structuring in hospitals
Curatolo, N., Lamouri, S., Huet, J.-C., & Rieutord, A. (2014) · Business Process Management Journal · doi:10.1108/bpmj-04-2013-0051 · Cited by 65 · see citing works
Understanding the lean voice of the customer
Found, P., & Harrison, R. T. (2012) · International Journal of Lean Six Sigma · doi:10.1108/20401461211282736 · Cited by 65 · see citing works
Acceso a la atención en salud en Colombia
Vargas-Lorenzo, I., Navarrete, M. V., & Mogollón-Pérez, A. (2010) · Revista de Salud Pública · doi:10.1590/s0124-00642010000500001 · Cited by 60 · see citing works
Bendavid, Y., Boeck, H., & Philippe, R. (2012) · Journal of medical systems · doi:10.1007/s10916-011-9804-0 · Cited by 58 · see citing works
Creating and sustaining a Lean culture of continuous process improvement.
Zarbo, R. (2012) · American Journal of Clinical Pathology · doi:10.1309/ajcp2qy1xgktsnqf · Cited by 57 · see citing works
Lean Healthcare and Quality Management: The Experience of ThedaCare
Mannon, M. (2014) · Quality Management Journal · doi:10.1080/10686967.2014.11918371 · Cited by 54 · see citing works
Strategic outsourcing: a lean tool of healthcare supply chain management
Guimarães, C., & de Carvalho, J. C. (2013) · Strategic Outsourcing An International Journal · doi:10.1108/so-11-2011-0035 · Cited by 41 · see citing works
Lean hospitals: a new challenge for facility designers
Reijula, J., & Tommelein, I. D. (2012) · doi:10.1080/17508975.2012.680429 · Cited by 38
A framework for healthcare quality improvement in India: the time is here and now!
Varkey, P., & Kollengode, A. (2011) · Journal of Postgraduate Medicine · doi:10.4103/0022-3859.85222 · Cited by 38
Using Visual Analytics to Improve Hospital Scheduling and Patient Flow
Fitzgerald, J., & Dadich, A. (2009) · Journal of Theoretical and Applied Electronic Commerce Research · doi:10.4067/s0718-18762009000200003 · Cited by 38 · see citing works
Application of Lean principles to improve early cardiac care in the emergency department
Piggott, Z., Weldon, E., Strome, T., & Chochinov, A. (2011) · Canadian Journal of Emergency Medicine · doi:10.2310/8000.2011.110284 · Cited by 31 · see citing works
[Lean thinking and brain-dead patient assistance in the organ donation process].
Pestana, A. L., dos Santos, J. L. G., Erdmann, R. H., da Silva, E. L., & Erdmann, A. (2013) · Revista da Escola de Enfermagem da U S P · doi:10.1590/s0080-62342013000100033 · Cited by 17
Lean Principles for Healthcare
Wickramasinghe, N. (2014) · doi:10.1007/978-1-4614-8036-5_1 · Cited by 10
Cardozo, E., Rodríguez, C., & Guaita, W. (2011) · doi:10.4067/s0718-07642011000500006 · Cited by 8
Aplicación de herramientas de pensamiento sistémico para el aprendizaje de Lean Manufacturing
Cadavid, L., Dinas, J. A., & Caicedo, P. (2010) · Redalyc (Universidad Autónoma del Estado de México) · doi:10.18046/syt.v7i14.1016 · Cited by 6
Using value stream mapping to improve processed in a urology department
Gonzalez, C., Lau, C., & Wickramasinghe, N. (2014) · doi:10.1007/978-1-4614-8036-5_26 · Cited by 6
Lieberthal, R. D. (2016) · Springer eBooks · doi:10.1007/978-3-319-43796-5_6 · Cited by 4 · see citing works
Flagged first, then by citations
13 of the 47 references couldn’t be matched to a known paper.
Research works printed but not linked: 20
- Araújo, P. Universidades Lean": Contribución para la reflexion. Revista de la educación superior 15 (4), 152- 175 (2011)
- Arrieta, J., Botero, V., y Romano, M. Benchmarking Sobre Manufactura Esbelta en el Sector de la Confección. Journal of Economics, Finance and AdministrativeScience, 15 (28). 141-171 (2010)
- Breuer, D. Lean implementation in healthcare -the challenged transformation. IIE Annual Conference.Proceedings, 1265-1274 (2013)
- Culcuoglu, M., Wang, S., Nice, L., Caslow, A., Stedman, P., y Foster, S. Continuous perioperative process improvement using Lean principles. IIE Annual Conference.Proceedings, 1-8 (2011)
- Dammand, J., Hørlyck, M., Jacobsen, T., Lueg, R., y Röck, R. Lean management in hospitals: Evidence from Denmark. Administratie Si Management Public, (23), 19-35. (2014) Información Tecnológica -Vol. 26 Nº 6 2015
- Gifford, C. A Lean mean continuous improvement machine. INTECH, 55(2), 64. (2008)
- Herazo B. Algunos problemas de la salud en Colombia. Univ Odontol. 29 (63), 37-39 (2010)
- Lewis, J. Why Lean? CabinetMaker+FDM, 26(3), 18-18,20. (2012)
- Martínez, P., Martínez, J., Nuño, J. y Cavazos, J. Process improvement in Emergency Units. Two Analysis cases. IIE Annual Conference.Proceedings,1-9 (2014)
- Moreno, M. y Mendoza, A. Hospital excellence operation model: An approach to Lean healthcare in mexican hospitals. IIE Annual Conference.Proceedings, 1-10. (2012).
- Moyano, J., y Sacristán, D. Learning on Lean: A review of thinking and research. International Journal of Operations y Production Management, 32(5), 551-582. (2012).
- Nordin, D., Baba. M., y Wahab, D. A survey on Lean manufacturing implementation in Malaysian automotive industry. International Journal of Innovation, Management and Technology, 1(4), 374. (2010)
- Mejora en el Tiempo de Atención al Paciente en una Unidad de Urgencias Martínez Información Tecnológica -Vol. 26 Nº 6 2015 197
- Pondhe, R., Asare, S. A., Badar, M. A., Zhou, M. y Leach, R. Applying Lean techniques to improve an emergency department. IIE Annual Conference.Proceedings, 1-6 (2006).
- Sobek, D., y Lang, M. Lean healthcare: Current state and future directions. IIE Annual Conference.Proceedings, 1-6. (2010)
- Solanki, N., Wang, S., Khasawneh, M. T., Srihari, K., Schmidt, R., & Tremel, L. Hospital pharmacy IV room redesign in compliance with USP 797 regulation. IIE Annual Conference.Proceedings, , 480-485 (2009).
- Solís, R., y Madriz, C. Aplicación de Ergo -Lean Manufacturing en el análisis de valor. Tecnología en Marcha,22 (1), 24-28. (2009)
- Velásquez, P., Rodríguez, A., Jaén, J. Metodologías cuantitativas para la optimización del servicio de urgencias: una revisión de la literatura. Revista Gerencia y Políticas de Salud, 21 (10), 196-218 (2011)
- Weinstock, D. Lean healthcare. The Journal of Medical Practice Management : MPM, 23(6), 339-41.(2008).
- Wood, N. Customer value: Applying the first principle of Lean. Management Services, 48(3), 14-17. (2004).
Cited by
Sorted by citations
Barrios, M. A. O., & Alfaro-Saíz, J.-J. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17082664 · Cited by 73 · see citing works
Improvement of Productivity and Quality in the Value Chain through Lean Manufacturing – a case study
Jiménez, G., Santos, G., Sá, J., Ricardo, S., Pulido, J., Pizarro, A. V. L., & Hernandez, H. G. (2019) · Procedia Manufacturing · doi:10.1016/j.promfg.2019.10.011 · Cited by 62
Marco de Referencia de la Aplicación de Manufactura Esbelta en la Industria
Tapia Coronado, J., Escobedo Portillo, T., Barrón López, E., Martínez Moreno, G., & Estebané Ortega, V. (2017) · Ciencia & trabajo · doi:10.4067/s0718-24492017000300171 · Cited by 22 · see citing works
LEAN MANUFACTURING IN HEALTHCARE: A SYSTEMATIC REVIEW OF LITERATURE
Dias, A., Reis, A., Oliveira, R. P., Maruyama, Ú., & Martínez, P. (2018) · doi:10.32358/rpd.2018.v4.285 · Cited by 13
Self-citationEscudero, B. (2020) · Ingenieria Industrial · doi:10.26439/ing.ind2020.n039.4915 · Cited by 10
Bosque, U. E., Sánchez, P. M., Flores, J. M. G.-C., de la Parra, P. N., & Arroyo, J. C. (2016) · Revista Lasallista de Investigación · doi:10.22507/rli.v13n2a5 · Cited by 8 · see citing works
“…2011; Mazzocato et al., 2012), así como con los departamentos de emergencia (Piggott et al., 2011; Mazzocato et al., 2012; Martínez et al., 2014; Martínez et al., 2015) debido a que mediante esta los procesos son llevados a cabo con calidad, y cumpliendo con la satisfacción del consumidor…”
BackgroundInfluentialSuárez, L. M. C., Vivanco, A., del Arco, E. A., & Martínez, A. M. (2018) · doi:10.11144/javeriana.rgps17-35.imap · Cited by 3
LEAN E-HEALTH CARE: ITS PERFORMANCE IMPROVEMENT BASED ON BRAZILIAN UNIVERSITY HOSPITAL CASE STUDY
Maruyama, Ú., Braun, L. L., Stender, G. H. C., Martinez, P., & Reis, A. D. C. (2016) · Brazilian Journal of Operations & Production Management · doi:10.14488/bjopm.2016.v13.n4.a4 · Cited by 2 · see citing works
“The applicability of lean on healthcare operations is proven by the increasing number of studies over this topic in the last decade (White et al., 2014; Skeldon et al., 2014; Martin et al., 2014; Martinez et al., 2015; D’Andreamatteo et al., 2015; Vermuelen et al., 2014).”
BackgroundSelf-citationMoreno-Carrillo, A., Muñoz, O., & Diaz-Porta, R. M. (2023) · Gerencia y Políticas de Salud · doi:10.11144/javeriana.rgps22.alpt · Cited by 2
Tassara-Chumbiauca, S. B., & Gordillo-Egúsquiza, M. R. (2024) · Proceedings of the International Conference on Industrial Engineering and Operations Management · doi:10.46254/in04.20240026
“According to the study by Martínez et al., standardization has been shown to be effective in improving patient care times in healthcare settings, suggesting that its principles can be applied to the bottled water industry to improve operational efficiency (Martínez et al., 2015).”
Vieira, E. L. (2022) · Produto & Produção · doi:10.22456/1983-8026.124616
- Authors
- Martínez, P., Martínez, J., Nuño, P., & Cavazos, J.
- Affiliations
- Universidad El Bosque (CO)
- ORCID
- Martínez, José
- Venue
- Información tecnológica
- Published
- 2015
- Volume
- 26
- Issue
- 6
- Pages
- 187-198
- ISSN
- 0716-8756 (ISSN-L)
- 0718-0764
- OpenAlex
- W2255161600
- Cited by
- 9
- References
- 47
- Citations by year
- 2023: 1 · 2022: 1 · 2021: 1 · 2020: 2 · 2019: 1 · 2018: 2 · 2016: 1
- FWCI
- 1.73
- Type
- journal article
- Language
- en
- Open access
- diamond
- doi.org
- Licence
- cc-by-nc
- Locations
- Información tecnológica (publishedVersion, cc-by-nc)
- LA Referencia (Red Federada de Repositorios Institucionales de Publicaciones Científicas) (publishedVersion, other-oa)
- Repositorio Institucional Universidad El Bosque (submittedVersion, cc-by-nc)
- Repositorio Institucional Universidad El Bosque (submittedVersion)
- Americanae (AECID Library) (submittedVersion, cc-by-nc)
- Topics
- Health Sciences › Health Professions › Emergency Medical Services › Healthcare Operations and Scheduling Optimization
- Health Sciences › Medicine › Emergency Medicine › Emergency and Acute Care Studies
- Health Sciences › Health Professions › Health Information Management › Healthcare Quality and Management
- Keywords
- lean manufacturing, emergency department, patient waiting time, triage, patient flow, hospital process improvement, discrete event simulation, Arena software, healthcare quality standards
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
