1/5/2024 0 Comments Toyota production systemSmoothness can be appreciated in many industrial-manufacturing companies that have implemented TPS concepts, including of course Toyota itself. These tools include continuous process improvement ( kaizen), mistake-proofing ( poka-yoke) as well as a question-asking method most commonly known as “the 5 whys,” used to explore the cause-effect relationships underlying particular problems by avoiding assumptions with the goal of ultimately determining the root cause. Lean can be considered as the set of TPS (and other economic) “tools” that assist in the identification and steady elimination of waste ( muda) by improving quality while reducing production time and cost. There are two general-and to some extent intersecting-approaches to appreciating the lean concept: waste and smoothness. It is often linked to the “six sigma” quality strategy because of the methodology’s emphasis on the reduction of process variation (which six sigma intends to control up to the sixth standard deviation of possible failure). Lean manufacturing is a production philosophy which considers any resource expenditure for any goal other than the creation of value for the end customer to be wasteful and thus a target for elimination. The Toyota Production System (TPS), formerly also known as “just in time production” (JIT), is an integrated socio-technical system that can be defined as the major precursor to the more general concept “lean manufacturing”. General information and definitions of lean manufacturing and the Toyota production system This paper intends to introduce medical professionals to basic economic terminology and concepts of lean manufacturing and the Toyota Production System, including value stream mapping (VSM), and then to demonstrate how this economic point of view can be used to visualise, better understand and efficiently organise processes in the procurement of vascular stents in interventional radiology. This discussion reveals an ideological component as well. Jörg-Dietrich Hoppe, is just one recent example that highlights the evident scarcity of resources and the discussion of their efficient allocation. making best use of time and resources) in Germany, initiated by the president of the Federal Physicians Chamber ( Bundesärztekammer the central organisation in the system of medical self-administration in Germany), Prof. Also, the debate on “prioritisation” in health care environments (i.e. ![]() In New Institutional Economics terminology, “economy” itself can be defined as nothing more than the efficient reallocation of scarce goods. It can be generally agreed that not only budget constraints but also mere ratio implies organising every workflow and every process efficiently. On the other hand, the “non-compliance of medical professionals” may be partially due to a lack of knowledge about how to implement economic concepts to reduce inefficiencies in workflow. On the one hand, one may rightfully argue that the medical perspective, especially in terms of patients and their treatment, by definition should not and must not be a solely economic one. Medical administrative departments often criticise the lack of ability of medical professionals to comply with given budget constraints and to efficiently organise their clinical workflow. ConclusionĮconomic terminology of lean manufacturing and the Toyota Production System, especially VSM, can be used to visualise and better understand processes in the procurement of vascular stents in interventional radiology from an economic point of view. ![]() Using the so-called seven wastes approach of the Toyota Production System (waste of overproducing, waiting, transport, processing, inventory, motion and waste of defects and spoilage) as well as further waste characteristics (gross waste, process and method waste, and micro waste), wastes in the process of endovascular stent procurement in interventional radiology were identified and eliminated to create an overall smoother process from the procurement as well as from the medical perspective. The economic- and process-driven terminology of lean manufacturing and the Toyota Production System is first presented, including information and product flow as well as value stream mapping (VSM), and then applied to an interdisciplinary setting of physicians, nurses and technicians from different medical departments to identify wastes in the process of endovascular stent procurement in interventional radiology. To apply the economic terminology of lean manufacturing and the Toyota Production System to the procurement of vascular stents in interventional radiology.
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