Modelo de gestão para laboratórios de análises clínicas: uma aplicação do lean

• Ano de defesa: 2018
• Autor(a) principal: Malacarne, Keyla
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Tecnológica Federal do Paraná; Pato Branco; Brasil; Programa de Pós-Graduação em Engenharia de Produção e Sistemas; UTFPR
• Palavras-chave em Português: Produção enxuta; Laboratórios; Engenharia de produção; Lean manufacturing; Laboratories; Production engineering; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO; Engenharia de Produção
• Link de acesso: http://repositorio.utfpr.edu.br/jspui/handle/1/3166

Health systems, as well as in industry, need an efficient management of the processes to meet the demand, needing tools that can help managers in decision making. Hospitals and clinical laboratories play an important role in health, affecting 60-70% of medical decisions. In addition, this sector has undergone several changes over time with the implementation of modern machines, which have areas of analysis in a productive process. From these changes managers who previously had only medical training, now absorb a new function: managers. In this context, lean healthcare is one of lean manufacturing's roots. It helps health managers minimize errors and defects in the process, eliminate waste, make processes more agile and flexible, increasing efficiency and customer satisfaction. This study aimed to propose a management model for lean in clinical analysis laboratories, in order to promote improvements in the productive process of this sector. Firstly, a study was carried out to construct the theoretical framework of this research, searching for existing bibliographies on the subject in line with the theme, using the Proknow-C methodology. Next, the model was elaborated, through a field work in a laboratory of clinical analyzes, making visits with analysis and observation of the whole process. The bibliographical researches with the crossing of several works were also part of the elaboration of the model. The same was elaborated in four phases: Phase 1 covers the preparation of all involved in the process, Phase 2 process mapping, Phase 3 where improvement plans are developed and Phase 4 where they are measured, monitored and sustained improvements and transformations. The model allows the visualization and analysis of the process, with which the points of waste are identified and improvements can be developed, through process redesign and elimination of activities that do not add value. The evaluation was carried out by three specialists in the field, who consider it in conditions of implementation. Some points were highlighted as strong: the sequence, essential cycle that must be followed with all stages and stages for implementation; has detailed information, and is presented in a simple way; the tools used are simple and easy to understand for all employees.