Development of a centralized progress management system using lean thinking and efforts to improve operations.

In this study, we improved MRI room operations by applying Lean Thinking principles with a strong emphasis on leadership and ICT integration. The primary objectives were to enhance MRI appointment slot utilization, reduce patient waiting times, and minimize referrals to external facilities. Lean methodologies such as Kaizen, 5 S, Value Stream Mapping, Standard Work, Spaghetti Chart, and Root Cause Analysis were used to identify inefficiencies and implement structured improvements. A centralized ICT-based management system was introduced to enable real-time tracking and enhance workflow coordination. Leadership played a key role in fostering staff engagement and continuous improvement. MRI workflows were analyzed using Lean tools to identify operational bottlenecks and streamline processes. A structured improvement approach was developed through brainstorming sessions and weekly short meetings to refine management practices. The ICT system facilitated real-time monitoring of patient progress and scheduling adjustments. The 5 S methodology was employed to improve workspace organization, while Kaizen supported incremental daily improvements based on staff input. Following these interventions, MRI appointment reservations increased by 26% and completed examinations grew by 19%, with further daily management refinements contributing additional improvements of 34% and 28%, respectively. Patient waiting times were significantly reduced from an average of 45 days to 5 days, and monthly external referrals for MRI examinations declined from 300 to 50. These outcomes demonstrate that the integrated application of Lean Thinking and ICT not only substantially enhanced operational efficiency, reduced patient delays, and optimized resource utilization but also improved patient access and workflow coordination. Leadership, combined with a supportive and collaborative culture, played a key role in empowering team members to engage in continuous improvement. Open communication, the active valuation of staff input, and the delegation of responsibilities contributed to establishing a sustainable model for process enhancement. Although challenges such as the need for continuous adjustments in daily management and the complexity of coordinating staff schedules while maintaining patient care remained, these results confirm that Lean Thinking originally developed in manufacturing can be effectively adapted to healthcare settings to enhance productivity, service accessibility, and overall operational performance.