“Herramientas Lean Six Sigma y su influencia en la calidad del servicio médico de la empresa minera Shougang Hierro Perú S.A.A”.
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Date
2024-10
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Universidad Nacional de Trujillo
Abstract
La investigación tuvo como objetivo implementar herramientas Lean Six Sigma para
mejorar la calidad del servicio médico en la empresa Shougang Hierro Perú S.A.A. Se realizó
una investigación preexperimental con 30 pacientes, evaluando la calidad con el modelo
Servqual a través de una encuesta de 22 preguntas en una escala de Likert de 7 puntos.
Posteriormente, se implementó un plan de mejora que incluyó el uso de Value Stream
Mapping (VSM), un mapa de empatía, y la metodología 5S junto con el diseño de un
diagrama de flujo del servicio médico. En la fase inicial del VSM, se identificaron áreas de
mejora con un lead time promedio de 72,2 minutos y el tiempo de valor agregado de 30,1
minutos. Tras la aplicación de las 5S, con un cumplimiento del 88 %, se logró reducir el lead
time a 57,5 minutos y el tiempo de valor agregado a 23,2 minutos, reflejando mejoras del
20,4 % y 22,9 %, respectivamente. La brecha total de calidad de servicio mejoró un 85,7 %,
disminuyendo de -0,7 a -0,1 en la evaluación final con SERVQUAL. En conclusión, la
implementación de herramientas de Lean Six Sigma resultó en una mejora significativa en
la calidad del servicio médico en la empresa estudiada.
The research aimed to implement Lean Six Sigma tools to improve the quality of medical service at Shougang Hierro Perú S.A.A. A pre-experimental study was conducted with 30 patients, assessing quality using the SERVQUAL model through a 22 question survey on a 7 point Likert scale. Subsequently, an improvement plan was implemented, which included the use of Value Stream Mapping (VSM), an empathy map, and the 5S methodology along with the design of a medical service flowchart. In the initial phase of the VSM, areas for improvement were identified, with an average lead time of 72,2 minutes and a value-added time of 30,1 minutes. After applying the 5S methodology, with an 88 % compliance rate, the lead time was reduced to 57,5 minutes and the value-added time to 23,2 minutes reflecting improvements of 20,4 % and 22,9 % respectively. The overall service quality gap improved by 85,7 %, decreasing from -0,7 to -0,1 in the final SERVQUAL evaluation. In conclusion, the implementation of Lean Six Sigma tools resulted in a significant improvement in the quality of medical service at the studied company.
The research aimed to implement Lean Six Sigma tools to improve the quality of medical service at Shougang Hierro Perú S.A.A. A pre-experimental study was conducted with 30 patients, assessing quality using the SERVQUAL model through a 22 question survey on a 7 point Likert scale. Subsequently, an improvement plan was implemented, which included the use of Value Stream Mapping (VSM), an empathy map, and the 5S methodology along with the design of a medical service flowchart. In the initial phase of the VSM, areas for improvement were identified, with an average lead time of 72,2 minutes and a value-added time of 30,1 minutes. After applying the 5S methodology, with an 88 % compliance rate, the lead time was reduced to 57,5 minutes and the value-added time to 23,2 minutes reflecting improvements of 20,4 % and 22,9 % respectively. The overall service quality gap improved by 85,7 %, decreasing from -0,7 to -0,1 in the final SERVQUAL evaluation. In conclusion, the implementation of Lean Six Sigma tools resulted in a significant improvement in the quality of medical service at the studied company.
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TECHNOLOGY::Industrial engineering and economy