MANAGEMENT OF HEALTH CARE INSTITUTIONS ON THE BASIS OF LEAN MANAGEMENT WITH THE PURPOSE OF STRENGTHENING THEIR COMPETITIVE ADVANTAGES

Abstract

The article is devoted to issues of managing health care institutions on the basis of lean management in order to strengthen their competitive advantages. The article defines the influence of the concept of lean production on the strengthening of the company's competitive position and notes that under the management of health care facilities on the basis of lean-management in order to strengthen the competitive advantages of the institution, a management system should be understood that includes the ideology of careful production, continuous improvement of medical services and concentration on the needs of patients, effective management of expenses by turning them from unproductive types into productive ones. The author conducted an analysis of the world experience of implementing lean-management in medical institutions and substantiated the necessity of implementing these measures in domestic health care facilities. In order to understand the essence of costs, which should be minimized by lean management, their systematization in the health care system was presented, and their comparison was made with such losses in production as: losses due to overproduction, losses of time due to waiting, losses due to unnecessary transportation, losses due to unnecessary stages of processing, losses due to excess stocks, losses due to unnecessary movements, losses due to the release of defective products, unrealized creative potential of employees, overloading during work with increased intensity, uneven performance of operations, and directions for their reduction are determined. In order to improve the activities of the private medical center in Cherkasy on the basis of lean-management, a map was developed to create a value stream for a doctor's consultation with the determination of productive and unproductive time during its conduct. In order to form corporate lean thinking in the institution, it was proposed to implement the appropriate sequence of actions from the formation of the company's philosophy and development strategy to the development of a value creation flow map. It is also proposed to create a corporate game in the medical center, which would be based on: philosophy, values and principles of "lean production", philosophy and development strategy of the medical center, knowledge gained during corporate trainings and individual self-development, patient surveys regarding the quality of provision medical services, etc.