Lean Healthcare Model Using Knowledge Management and Change Management Approaches to Reduce Delays for Care in the Health Sector

Alvaro Maravi-Cardenas, Miguel Fuentes-Chahuaylla, Juan Peñafiel-Carrera, Nestor Mamani-Macedo, Carlos Raymundo-Ibañez, Francisco Dominguez

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2020. This study was developed at a private health care center with problems in its emergency department, which had a process efficiency of 39.6%. As such, implementing a lean healthcare model was proposed using knowledge management and change management as it pillars. As a result, employees were committed to change, which facilitated the transfer of knowledge when implementing the lean tools, reducing waiting time in the process by 67.01% at its highest level, while an efficiency of 63.87% was achieved.
Original languageAmerican English
Title of host publicationLean Healthcare Model Using Knowledge Management and Change Management Approaches to Reduce Delays for Care in the Health Sector
Pages445-451
Number of pages7
ISBN (Electronic)9783030442668
DOIs
StatePublished - 1 Jan 2020
Externally publishedYes
EventAdvances in Intelligent Systems and Computing -
Duration: 1 Jan 2020 → …

Publication series

NameAdvances in Intelligent Systems and Computing
Volume1152 AISC
ISSN (Print)2194-5357

Conference

ConferenceAdvances in Intelligent Systems and Computing
Period1/01/20 → …

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  • Cite this

    Maravi-Cardenas, A., Fuentes-Chahuaylla, M., Peñafiel-Carrera, J., Mamani-Macedo, N., Raymundo-Ibañez, C., & Dominguez, F. (2020). Lean Healthcare Model Using Knowledge Management and Change Management Approaches to Reduce Delays for Care in the Health Sector. In Lean Healthcare Model Using Knowledge Management and Change Management Approaches to Reduce Delays for Care in the Health Sector (pp. 445-451). (Advances in Intelligent Systems and Computing; Vol. 1152 AISC). https://doi.org/10.1007/978-3-030-44267-5_67