Process improvement in SUS as a nearest proposal of changes: pilot study

Abstract

Among the possibilities of organizational changes in the SUS, as the model of Galbraith, which includes the strategy (system directions), structure (hierarchy and decision- making flow), processes (workflows), People (skills) and Reward ( motivation), those related to the processes are, in the view of this article, among the closest of success. In the case of Basic Health Units (BHU), receiving a very large flow of people, with spontaneous demand and schedules, it is important to take care of the logistics of care, avoiding unnecessary presence in BHU. Teams of Sorocaba's BHU, through the Continuing Education Strategy, were encouraged to discussions and find ways for customer service improvements. The sheer volume of people daily in units seen as a problem which compromised the quality of care is what motivated the analysis and improvement of processes. Using methods of process modeling, indicators and change management, have improved two processes related to the flow of people in UBS, the patients with multiple schedules in the same month and the patients who seek continuous use drugs.