A aplicação de ferramentas do Lean e do Business Intelligence na gestão de insumos hospitalares em hospitais universitários: um estudo de caso

Abstract

INTRODUCTION: Hospitals are administrative structures with high complexity and constant incorporation of new technologies, reflecting on the need for management methods that suit different scenarios. Supply management in these organizations aims to guarantee the availability of materials and products, despite the financial limitations and obstacles inherent to the activity. The application of Lean methodology in this segment aims at simplifying and streamlining activities, improving understanding of processes and their results. Linked to Business Intelligence (BI), it is possible to improve processes through the use of information and knowledge management, in addition to making visible the results achieved by the team. Therefore, the development of this research aims to identify whether, through the application of agile management techniques and BI, it would be possible to achieve better indicators in the management of a federal university hospital. METHODOLOGY: The present study consists of an action-research, of an exploratory nature, which used aspects of the Design Science Research (DSR) methodology, having been applied at the University Hospital Onofre Lopes, located in Natal/RN. The research period ranges from the year 2021 to 2022, with software to process and analyze the data. RESULTS AND ANALYSIS: The first step aimed to identify possibilities for improvement, the resources that would be needed and to structure the action plan to achieve the desired objective. In the second stage, based on Lean principles, some changes in work processes began to be tested, as well as the establishment and standardization of routines. And in the third stage, the applied improvements were carried out, in a continuous manner, in addition to the management panels being elaborated, validated and publicized, through BI tools. With the application of the methodologies, a gain in agility was observed for the decision-making processes and in the systemic understanding of the processes. There was a reduction in the duration of the bidding and acquisition processes, as well as better control over stock. FINAL CONSIDERATIONS: The use of the Lean methodology and BI, in a collaborative way, proved to be appropriate for the hospital reality, synthesizing relevant information and optimizing processes.