Background: One of the key aspects to win the customer satisfaction is by reducing waiting time in outpatient. “Dr. Yap” Eye Hospital is a specialized eye hospital that registered as a cultural heritage building, serving general patients and a tertiary referral hospital for BPJS patients. The most critic is the long waiting time, the survey result conducted in March 2016, the time where the patient submitted the queue number to the room nurse until started the examination by a doctor, was 2.58 hours. Objective: To redesign of outpatient waiting time flow using the Lean Kaizen method and explain the effectiveness of the redesign Methods: The study was a qualitative study consisting of taking extended time service data from 362 outpatients, not BPJS participants on March-April 2019, followed by a Focus Group Discussion with leader and staff members from each registration, outpatient, and pharmacy unit. Analysis using Visual Stream Mapping, 5 Why, Fish-Bone, Spaghetti Diagram. Results: The results of comparison between VA and NVA in each departments that is at registration VA (57,63%)>NVA (42,37%), Outpatients VA (35,97%)<NVA (64,03%), Pharmacy VA (9,92%)<NVA (90,08%), Cashier VA (27,57%)<NVA (72,43%). Result of redesign could eliminate the delivery of prescription, reduced cycle time from 162 minutes with average VA each patient of 37 minutes and NVA 75.4 minutes, to become 114 minutes with VA 8 minutes and NVA 8.29 minutes, increased Value Added Ratio from 35.76% to 49%, reduced of nurse service delivery travel distances from 33-42 feet to 12-18 feet, refractionist from 9-60 feet to no longer have to travel Conclusion: The use of electronic medical records and patient data input through mobile tabs as redesign proved to be successful in reducing waste in the form of motion, streamlining the service process, becoming a solution for hospitals to improve service quality without changing heritage buildings.