Bojana Novićević Čečević – Faculty of Economics, University of Nis, Trg Kralja Aleksandra Ujedinitelja 11, Niš, Serbia
Jelena Daraboš – Faculty of Economics, University of Nis, Trg Kralja Aleksandra Ujedinitelja 11, Niš, Serbia
DOI: https://doi.org/10.31410/ERAZ.2020.183
6th International Conference – ERAZ 2020 – KNOWLEDGE BASED SUSTAINABLE DEVELOPMENT, Online/virtual, May 21, 2020, CONFERENCE PROCEEDINGS
Published by: Association of Economists and Managers of the Balkans – Belgrade, Serbia
Conference partners: Faculty of Economics and Business, Mediterranean University, Montenegro; University of National and World Economy – Sofia, Bulgaria; Faculty of Commercial and Business Studies – Celje, Slovenia; Faculty of Applied Management, Economics and Finance – Belgrade, Serbia
ISSN 2683-5568, ISBN 978-86-80194-33-2, DOI: https://doi.org/10.31410/ERAZ.2020
Abstract
Lean, as relatively new management concept, surpasses the traditional mass production and
creating stockpiles of goods which have to be placed on the market, without analyzing the customers’
needs. The focus of lean is on creating the value that customers demand and forming the value streams
which contain only processes and activities that generate that value and eliminating all types of wastes
and non-value adding activities. Lean concept was founded in Toyota company i.e. in manufacturing
system called Toyota production system. Nowadays, this concept has been implemented by many worlds
known organizations as the crucial part of their production system, but also other supportive processes
in the company. Application of the lean concept can significantly improve process efficiency, lead
to drastic cost-reduction, improved quality of the products/services provided, but also can be a main
factor of increased employees productivity and resource saving. Profitable and unprofitable health
care organizations have determined business strategy and adjusted mission and vision of their path
thus, they strive for resource optimization in the process of providing satisfactional level of service.
Accordingly, the examination of possibilities in implementing lean concept in Health Care organizations,
as well as analyzing executed techniques and performed activities in leading companies is more
than justified. Health Care organizations can be characterized as complex systems with numerous participants
and the need for strict coordination of activities in order to provide demanded value for the
customers. Monitoring and measuring the performances on various levels and areas of accountability
is highly valuable for the Health Care organizations. Regarding that, the subject of this paper will be
indicating specifics of measuring the performances in Health Care organizations and possibilities of
their improvement.
Key words
Customers, Lean techniques, Process, Value-adding activities, Non-value adding activities,
Implementation, Patient, Organization, Value, Value stream, Performance, Employees, Management,
Measurement, Waste, Reducing, Continuous, Waiting time
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