Using Toyota Methodology To Improve The Operations Of The Nuclear Medicine Department: Lessons Learned

1164 Objectives: In current times, it is important for the nuclear medicine workplace to become efficient with reduction in costs, improved efficiency while improving the patient satisfaction. Many of these principles were adopted from the automobile industry which used them to improve processes and make changes and standardizing the work environment to achieve continuous improvement. The process of streamlining workflow and improving turnaround times remains important in an environment to gain the competitive edge where is so much competition for nuclear medicine and PET CT patients. Applying the principles of lean management is vital to hospital operations. The implementation of Toyota principles which includes lean management helps to identify waste and inefficiencies in the nuclear organization to help the department work more efficiently and effectively. We discuss how these principles can be utilized to removing waste from nuclear medicine, such as issues with transport, waiting times and streamlining requisitions and studies. We should not store or produce anything in excessive amounts and not order radionuclides we will not use. There is decreased investment and resources needed to achieve similar levels of productivity. There is a constant focus on providing continuous value to patients and referring physicians. All staff are part of the workplace team and irrespective of their level in the nuclear department must be involved in providing solutions to problems. Nuclear leadership must communicate plans and there must be an ongoing learning process. Streamlining reports and preventing duplication of activities in important. Patients arriving with IV access and maintaining equipment prevents downtime, and preventing unnecessary or duplicated studies prevents waste. In addition we will discuss the use of tools to collect and analyze data and to create change. We will also show value stream mapping and the 5-S approach with specific examples to improve patient throughput in the nuclear department.