Amélioration de la performance d’un service d’urgences : apport du business process management et du lean management
DOI :
https://doi.org/10.53102/2022.36.02.906Mots-clés :
business process management, cartographie des flux de patients, chaîne de la valeur, lean management, service des urgencesRésumé
Dans cet article, nous proposons, dans le cadre d’une recherche-action, une approche d’amélioration des processus hospitaliers basée sur l’identification des étranglements. L’objectif est de rationaliser les processus hospitaliers afin d’accélérer les flux et fournir des services de haute qualité aux moindres coûts. L’approche combine le Business Process Management et le Lean Management pour tirer profit de leurs forces respectives. En procédant d’une façon descendante, nous avons commencé par identifier et classer les processus du service d’urgences du CHU Charles Nicolle à Tunis, Tunisie. Ensuite, nous avons formalisé le processus de prise en charge des patients pour dresser une cartographie de la chaîne de valeur permettant d’identifier et de quantifier les activités sans valeur ajoutée, principalement les attentes et les déplacements inutiles. Cette cartographie a révélé deux principaux goulots ainsi que l’importance de la coordination et de la mise en place d’un système efficace d’information et d’aide à la décision. Un tel outil devrait permettre de décloisonner les différents services du CHU tout en permettant de synchroniser les différentes activités afin de le piloter d’une façon plus efficace.
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