The Development of Effectiveness in the Operation of Secondary Care and above under the Lean Thinking Management
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Abstract
The purposes of this research were to study: 1) the effectiveness of operations under lean thinking management in secondary care and above and 2) the factors affecting the effectiveness of operations under the management with lean thinking in secondary care and above with the use of lean tools in organizational management 3) the relationship model of applying lean thinking in hospital, total quality management that had a causal influence on the effectiveness of operations in secondary care and above. It is a research that combines quantitative analysis and qualitative research by collecting data obtained from questionnaires. The questionnaire was created from in-depth interviews (In-depth Interview). The sample group was executives at the supervisor level responsible for serving patients at secondary-level hospitals who have applied Lean. In Thailand, there were 220 people. A 20-time factor of the observational variable determined the sample size. Statistics used in data analysis were percentage, mean, and standard deviation—structural equation analysis Chi-square stats Model consistency index Relational Harmony Index and analyzed by structural equation modeling.
The results showed that: 1) the application of Lean thinking significantly increased the effectiveness of hospital operations in terms of (1.1) reducing waiting time, (1.2) patient satisfaction, and (1.3) increasing productivity in the system. Furthermore, 2) factors affecting the effectiveness of hospital operations are: (2.1) the application of Lean thinking consists of leadership, employee involvement, and service flow along the supply chain organizational culture, and (2.2) total quality management consist of strategic planning service recipient awareness and education and training and 3) the causal influencing factors on the effectiveness of operation under lean thinking management in secondary care and above were found (3.1) applied Lean thinking direct influence on total quality management (3.2) comprehensive quality management direct influence on the effectiveness of hospital operations and (3.3) the application of Lean thinking direct and indirect impact on the efficacy of hospital operations.
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References
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