Conceptual Framework for Quality Management of Emergency Medical Systems in India using Lean Thinking - A Doctor’s Perspective

Abstract

India is the biggest democracy in the world and ranks second in the world in terms of its population. The country has witnessed rapid industrialization and urbanization in the recent past. Moreover, this has been accompanied by an ever-increasing rate of growth in mechanization, revolutionary changes in technology and socioeconomic developments. This, in turn, has led to a major change in the traditional ways in which people used to live and work. As a consequence, the occurrence of lifestyle-related diseases has increased tremendously; for example, hypertension, stroke, myocardial infarction, diabetes, etc. This research has been undertaken to identify how Emergency Departments in Indian hospitals can meet the standards of international best practice. An article published in “Global Journal of Healthcare Systems” in consultation with Bruce Sheppy and Bryan McIntosh (2012) formed the basis for the research presented here. To improve the Emergency Healthcare Systems, India has to realize its economic potential. Accident and Emergency (A&E) departments are continuously improving and are still at a very nascent stage especially in the rural areas. The most important challenge faced by the country is to prevent trauma-related accidents and deaths. To meet this challenge Central and State Governments, business and civil society should be working together to solve this major issue efficiently. Consequently, implementation of Quality Management and Lean Thinking in the Emergency Medical Systems in India will help to improve patient satisfaction and eliminate waste. Indeed, this will bring about reduced variation, synchronized flow, and improvement in providing service to all its patients. Furthermore, this will put the A&E departments in the Indian hospitals on a par with international best practice. Findings: Despite the fact that elements of Lean and Quality Management have been adopted by many hospitals in India, more effective implementation needs to be ensured. Research limitations: Even though this paper focuses on the elements of Lean Thinking and Quality Management, the related elements such as “just-in-time” cannot be evaluated. Practical and social implications: This paper focuses on the key to the effective implementation of Lean Thinking in a hospital set-up. However, there are certain limitations, for example, availability of resources, social and economic factors due to which Lean Thinking has not been fully implemented. Originality/value: The paper evaluates the need to implement the concepts of Lean Thinking and Quality Management in healthcare organizations in India. It summarizes data obtained through primary and secondary research. It focuses on the critical evaluation of Lean Thinking and Quality Management in the A&E department in Jehangir Hospital. It recommends that improvements to the Emergency Medical Systems in India become more efficient and productive in delivering appropriate and timely care using the available resources so that the Emergency Medical Systems in India become more competent in the delivery of timely patient care.