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Advisor(s)
Abstract(s)
Atualmente, o setor da saúde a nível mundial tem registado grandes alterações, no que diz
respeito a preocupação com o aumento dos custos registados, assim como com a qualidade
dos serviços prestados aos seus clientes. De acordo com dados fornecidos pela Organização
Mundial da Saúde, cerca de 10% do Produto Interno Bruto mundial diz respeito aos gastos
com a saúde. Através da filosofia Lean é possível aumentar a qualidade e reduzir os custos,
isto é, não existe trade-off entre qualidade e custo.
O conceito Lean surgiu na indústria, tendo rapidamente se expandido para outros setores
tal como serviços, por exemplo, área de saúde. Durante o trabalho será abordado o Lean na
indústria, nos serviços, dando destaque para o Lean Healthcare e sobretudo para a Gestão
de Materiais na Área de Saúde.
Com este trabalho, pretende-se realizar um estudo de caso na Farmácia Campo Maior, de
modo a estudar o estado atual do Lean, ou seja, identificar as atividades que agregam valor
e as que não agregam valor durante o fluxo de materiais. Isto é, desde a criação de
encomenda no software Sifarma 2000 até a entrega do produto final ao cliente, para tal
recorreu-se ao Value Stream Mapping, que permite identificar com facilidade os
desperdícios e as áreas que necessitam melhorias.
O estudo permitiu perceber que se trata de uma farmácia que já adotou várias práticas Lean
que proporcionam valor acrescentado aos clientes (gestão visual, 5S, ciclo Plan-Do-CheckAct, Just-in-Time). Por outro lado, analisando a farmácia identificaram-se práticas que
poderão aumentar o valor, tais como drive-through e os cacifos Click & Collect.
Currently, the health sector worldwide has been undergoing major changes, with regard to the concern with the increase in costs registered, as well as with the quality of services provided to its customers. According to data provided by the World Health Organization, about 10% of the world's Gross Domestic Product is spent on health care. Through Lean philosophy it is possible to increase quality and reduce costs, that is, there is no trade-off between quality and cost. The Lean concept emerged in industry, having quickly expanded to other sectors such as services, for example healthcare. During the work, Lean will be analized in the industry, services, giving emphasis to Lean Healthcare and especially to Materials Management in the Healthcare. With this work, it is intended to perform a case study in Pharmacy Campo Maior, in order to study the current state of "Lean", that is, to identify the activities that add value and those that do not add value during the flow of materials. That is, from the creation of the order in the Sifarma 2000 software until the delivery of the final product to the customer. To do this, Value Stream Mapping was used, which allows the easy identification of waste and areas that need improvement. The study showed that this is a pharmacy that has already adopted several Lean practices that provide added value to users (visual management, 5S, Plan-Do-Check-Act cycle, Justin-Time). On the other hand, by analyzing the pharmacy we identified practices that could increase value, such as drive-through and Click & Collect lockers.
Currently, the health sector worldwide has been undergoing major changes, with regard to the concern with the increase in costs registered, as well as with the quality of services provided to its customers. According to data provided by the World Health Organization, about 10% of the world's Gross Domestic Product is spent on health care. Through Lean philosophy it is possible to increase quality and reduce costs, that is, there is no trade-off between quality and cost. The Lean concept emerged in industry, having quickly expanded to other sectors such as services, for example healthcare. During the work, Lean will be analized in the industry, services, giving emphasis to Lean Healthcare and especially to Materials Management in the Healthcare. With this work, it is intended to perform a case study in Pharmacy Campo Maior, in order to study the current state of "Lean", that is, to identify the activities that add value and those that do not add value during the flow of materials. That is, from the creation of the order in the Sifarma 2000 software until the delivery of the final product to the customer. To do this, Value Stream Mapping was used, which allows the easy identification of waste and areas that need improvement. The study showed that this is a pharmacy that has already adopted several Lean practices that provide added value to users (visual management, 5S, Plan-Do-Check-Act cycle, Justin-Time). On the other hand, by analyzing the pharmacy we identified practices that could increase value, such as drive-through and Click & Collect lockers.
Description
Keywords
Kaizen Lean Lean Healthcare Lean Service Waste