Unit 5: Case Study 3 JIT at Arnold Palmer Hospital

Shah Faiyaz, ID: 2021127672

To, Faculty of Business, Yorkville University

BUSI 3703 Advanced Operations and Supply Chain

Professor Fatima Catalan

Introduction
Lean operations and Just-In-Time (JIT) are essential ideas for streamlining operations and
cutting waste in a variety of sectors, including healthcare. Important insights into the use of these
concepts in a hospital context may be gained from the case study on JIT at Arnold Palmer
Hospital. Certain problems raised in the case study will be addressed in this analysis, which will
also look at suggestions for enhancement and the application of JIT components in services.

Dealing with Errors in Surgical Packs:

Having a well-defined method in place for making corrections is essential when a mistake in a
surgical pack is discovered. It is critical to set up a process for quick reporting and inquiry. To
investigate the underlying reason of the error, the hospital ought to form a cross-functional team
of surgical staff, supply chain management, and quality control staff (Heizer, Render, &
Gryphon, 2020). To find places where mistakes are likely to occur, this team should perform a
detailed review of the whole packaging process. Putting in place a feedback loop guarantees that
mistakes are learnt from and applied to future procedures. In addition, encouraging a culture of
continuous improvement motivates all employees to actively offer thoughts and ideas for
reducing mistakes during the packing process.

Improving the Procedure for Custom Surgical Packs:

Improving the process for personalized surgical packs necessitates a cooperative and efficient
strategy. Participating in collaborative planning meetings with surgical staff, supply chain
management, and suppliers can help to better understand individual requirements and
preferences. By working together, it may be possible to create standardized methods for creating
personalized packs, which would decrease process variability (Heizer, Render, & Gryphon,
2020). It is important to have regular feedback systems in place to monitor changing
requirements and promote ongoing development. This cooperative approach guarantees that the
bespoke packs are made to match the particular needs of every surgical operation while also
increasing process efficiency.
JIT Elements in Arnold Palmer Hospital:
 Suppliers: Establishing solid bonds with suppliers helps the hospital communicate efficiently,
which guarantees the prompt and dependable supply of medical supplies. Working together
with suppliers to estimate demand can result in shorter lead times and more precise inventory
levels.
 Layout: One of the biggest ways to cut lead times at a hospital is to design an efficient layout,
especially in the surgical and supply departments. Organizing commonly used objects in
convenient places reduces needless movement and improves productivity.
 Inventory: JIT concepts are in line with demand-driven inventory management (Heizer,
Render, & Gryphon, 2020). Through vigilant observation of consumption trends and
strategic adjustments to inventory levels, the hospital may reduce surplus inventory while
guaranteeing the continuous availability of essential supplies.
 Scheduling: Just-in-time (JIT) scheduling aims to maximize the utilization of workers
and operating rooms, among other resources. Arnold Palmer Hospital can improve its
scheduling procedures to increase resource efficiency, decrease patient wait times, and
minimize idle time (Clark, 2023).

Entering SKUs for New Surgical Packs:

It is necessary for the supply chain and medical teams to work together methodically when
adding new surgical packs to SKUs. The implementation of a standardized process, such a digital
input system or a customized form, is necessary to precisely capture the unique requirements of
the new method. Maintaining open lines of communication between the supply chain team
entering the SKU and the medical staff proposing the operation guarantees that everyone is
aware of the special requirements related to the new surgical pack.
Achieving Lean Operation through Waste Elimination and 5S’s:
 The 7 Wastes: A methodical strategy is required to identify and eradicate the seven wastes.
Waste reduction may be achieved, for example, by optimizing scheduling to reduce waiting
times, cutting surplus inventory through Just-In-Time (JIT) practices, and simplifying procedures
to cut down on motion and over-processing.
 The 5 S's: Establishing a standardized, clean, and orderly workspace is a necessary part of
putting the 5S principles into practice (Heizer, Render, & Gryphon, 2020). By reducing the
likelihood of mistakes and waste, sorting and organizing workstations, establishing explicit
cleaning standards, and maintaining these practices over time help to create a lean operation.

Conclusion
The case study on JIT at Arnold Palmer Hospital concludes by emphasizing the significance of
implementing lean and JIT concepts in healthcare environments. Through the use of JIT
components, process improvements, waste removal tactics, and surgery pack mistakes, the
hospital may become leaner and more efficient, which will eventually benefit staff and patients.

References:
Heizer, J., Render, B., & Griffin, P. (2020). Operations management: Sustainability and supply
chain management (3rd Canadian ed.). Pearson Education Inc.

Clark, M. (2023, April 18). Lean vs JIT: Understanding the Differences and Choosing the Right
Manufacturing Method for Your Business. RFgen. https://www.rfgen.com/blog/understanding-
lean-and-just-in-time-manufacturing-methods/