CTE Sessions at EANM’15

EANM’15 – CTE Session V

October 13, 2015, 14:30 – 16:00
Lean Principles and Improved Departmental Management

Chairperson: M. Federspiel (Copenhagen)


Speakers
extended
abstract
D. Gilmore (Boston):
Making your Department LEAN
J. Löfgren (Copenhagen):
How to Implement the LEAN Concept
E. Sánchez Saxtoft (Copenhagen):
LEAN Examples in a PET Department


Educational objectives:

  1. To understand LEAN principles
  2. Understand how to work “smarter not harder”
  3. An illustration of changing simple routines into better workflows
  4. How to implement the LEAN concept in a PET department
  5. How to identify inefficient routines and change them into better workflows
  6. Examples of new procedures after LEAN was implemented in a PET department


Summary:

LEAN principle is a method to improve ordinary working routines, for example in a PET department. The philosophy and tools of LEAN production came from the Toyota Motor Corporation around the 1970’s. After adopting the LEAN system, automobiles were produced more cheaply and of a higher quality.
A LEAN project requires a cultural change, and all staff members have to accept its potential value and be willing to participate to make it a success.
By joining all staff in a PET department and identifying inefficient routines, it was possible to increase patient satisfaction and quality, to improve turnaround and create a better and more efficient work flow.
The PET department was primed to benefit from implementing the LEAN product in the effort to maintaining a high quality standard and efficient care for the patient in an increasingly busier department. LEAN has resulted in more positive work environment for the staff as well as reducing costs in the department.
ruction protocols, to use low-dose imaging protocols in hybrid techniques. The entire range of alternatives used to decrease the exposure dose of the patients must respect the optimisation principle of radiation protection expressed in international and/or national radiation protection directives and may not affect the quality of diagnostic information or the estimated therapeutic effect.


Key Words:

LEAN, Toyota Motor Corporation, “work smarter not harder”, workflow

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