Abstract
In this study, behavioral analysis and improvement plans were performed using Lean Thinking. Utilizing information and communication technology, we considered improving and increasing the utilization rate of magnetic resonance imaging (MRI) examination reservation slots, reducing the number of days waiting for reservations, and reducing examination reservations to other facilities. We visualized the workflow using four tools: Value Stream Map, Standard work, Spaghetti chart, and root cause analysis. Brainstorming was implemented to formulate an improvement plan, which a weekly 15-min meeting was held to discuss daily management and further improvement plans. The number of examination reservations and examinations performed increased by 26% and 19%, respectively, after implementing the improvement plans than before. Furthermore, as detailed improvements continued through daily management, the number of examination reservations s and examinations performed increased by 34% and 28%, respectively, compared with before implementing the improvement plans. The number of waiting days for reservations decreased from an average of 45 days to an average of 5 days, and the number of examination reservations to other facilities reduced from 300 per month to 50 per month. Lean Thinking improves and increases the utilization rate of MRI examination reservation slots, reduces the number of waiting days for reservations, and reduces examination reservations to other facilities. Therefore, it could be applied to improve the throughput in the daily work of medical institutions and the work of the operation system. In addition, using daily management to turn the cycle of Lean Thinking is an important factor in improving operations.