Flow Optimization and Waste Reduction: Application of Lean Healthcare and Value Stream Mapping in a Private Medical Analysis Laboratory

Abstract

Medical analysis laboratories (MALs) face continuous pressure to improve service quality and efficiency to meet patients' needs. Lean Management, especially Lean Healthcare, offers a practical approach to simplify operations and eliminate waste. A key tool in this process is Value Stream Mapping (VSM), which helps analyze workflows and identify inefficiencies. This study aims to map the operational processes of a newly established medical analysis laboratory, identify sources of waste, and propose actions to enhance performance.
To achieve this, a project team was formed, and three collaborative roundtable sessions were conducted. Data collection included on-site observations, semi-structured interviews with staff (biologists, technicians, clerks, couriers), and analysis of 80 patient samples to evaluate process metrics like turnaround time and value-added activity.
The results revealed that 45% of total processing time (average 54 minutes) was non-value-added. Only 30 minutes were dedicated to value-added tasks. Common inefficiencies included long waits at reception and sampling, sample transport delays, and repeated manual validations. Additionally, 32% of patients waited over 10 minutes for sampling, and LIS-related transmission errors required correction in 0.8 out of every 10 files.
A Lean strategy including digital tools, time-slot scheduling, automation, and transport optimization is expected to reduce turnaround time to 35 minutes and increase value-added activity to over 70%.