Post on 04-Apr-2018
7/29/2019 Lean Operation in Health Care
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Lean
operations
in
Health carePresented By Group 02:
Deepti Prabha 1220150
Soumya Balakrishnan 1220160
Amit Kumar Samal 1220107
J ithin Babu 1220120
Seetharaman Thopa 1220140
Ankush Singh 1220110
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Introduction
-Lean thinking begins with driving out waste so that all work
adds value and serves the customer's needs
-Identifying value-added and non-value-added steps in every
process is the beginning
Requirement
An organizational culture that is receptive to lean thinking
All staff should be involved in helping to redesign processes to
improve flow and reduce waste
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Similarities between Healthcare and Manufacturing
Workers must rely on multiple, complex processes to
accomplish their tasks
Provide value to the customer or patient
Waste of money, time, supplies, or
goodwill decreases value
When applied rigorously it demonstrates a positive
impact on productivity, cost, quality, and timely
delivery of services.
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Lean Health care
Most cost efficient care
Eliminating waste
Work sampling
Reducing excessive inventories
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Laboratories
Reducing Turn Around Times and Errors
Emergency Departments
Reducing diversions, improving flow Outpatient Cancer Treatment
Reducing patient delays, increasing capacity
Operating Rooms
Reducing changeover times, increasing utilization Pharmacies
Reducing errors, improving response
Food Service
Reducing wasted food, improving quality
Applications of Lean inHealthcare
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Transportation
Moving same patient, specimens, or supplies, workers.
Motion
Searching for patients, needed meds, right charts, supplies.
Waiting for bed assignments or discharge, or testing results
Processing
Retesting ,More paperwork ,Duplicate procedures.
Inventory
Linen (laundry) ,Pharmacy stock ,Supplies Specimens waiting for analysis
Defects
Label on the wrong tube, Wrong procedure ,Wrong patient ,Missing information.
What is Waste in Healthcare?
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MUDA Approach
This process eliminate thewastein the process.
These tools helped decrease movement of
patients and supplies that did not add value
It eliminated idle time created when materials,
information, people or equipment were not ready. It allowed staff to eliminate the redundancy of
supplies, materials, and instruments.
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Spaghetti Diagram
Use of
Computer Edit checks,
Pictorial Instructions,
Signals,
Sensors,
Counters
Checklists to re-design the service,
administrative processes maps
to develop systems that provides:
What the Patent wants,
Using the Method the Patient wants/needs,
When a Patient wants needs it.
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Typical Example of SeattleChildrens Hospital.
Applying Kanbansystem like tubing.
Using C.P.I., the hospital has reduced the waiting time.
Using C.P.I., the hospital has eradicated the problem of
lack of space in recovery rooms.
Results:-
The cost per patient actually fell by 3.7 percent after its
implementation.
more patients are taken care off, thus reducing the
number of otential deaths.
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Lab Benefits from Lean
Productivity improvement >30%
Space savings of >450 sq ft
Standardized work practices
Reduction in Errors and Error Potential Test Turnaround Time (CT) reduced by 50%
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5S in Healthcare
5S is a workplace organizational tool that creates an environment that
allows work to flow, in safe, organized, intuitive and sustainable way.
Sort: Separate what isunnecessary
Shine: Clean it up
Set In Order: Organize
Standardize: Establish
standard operating procedures
Sustain: Develop long-lasting
habits
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Proven 5S Lean Solutions
From a single SupplyDrawer OrganizationProject..
Tourniquets onDispenser Rolls
DrawerOrganizer Bins
Tube Rack
http://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1484&CAT_ID=1493&P_ID=5666&utm_source=5S&utm_medium=PPT&utm_campaign=SmoothRackPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1484&CAT_ID=1493&P_ID=5666&utm_source=5S&utm_medium=PPT&utm_campaign=SmoothRackPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPg7/29/2019 Lean Operation in Health Care
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To a StandardBenchtopWorkspace
Workstation Risers
Organizer Bins
LabWall Panel
Tilt BinsSide-Loading
Glove Dispenser
SpecimenBag
Dispenser
http://www.marketlabinc.com/product.asp?strParents=1329,2576,2610&CAT_ID=2613&P_ID=7365&utm_source=5S&utm_medium=PPT&utm_campaign=WorkstationRisersPghttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2577&CAT_ID=2578&utm_source=5S&utm_medium=PPT&utm_campaign=OrgBinsSubCatBenchSlidehttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2585&CAT_ID=2586&P_ID=3753&utm_source=5S&utm_medium=PPT&utm_campaign=WhiteTiltBinsPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2585&CAT_ID=2586&P_ID=3753&utm_source=5S&utm_medium=PPT&utm_campaign=WhiteTiltBinsPghttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2577&CAT_ID=2578&utm_source=5S&utm_medium=PPT&utm_campaign=OrgBinsSubCatBenchSlidehttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2610&CAT_ID=2613&P_ID=7365&utm_source=5S&utm_medium=PPT&utm_campaign=WorkstationRisersPg7/29/2019 Lean Operation in Health Care
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Group Technology
Machine
1
Machine
2Machine
3
Machine
4Machine
5
Materials in
Finished
goods out
One Worker, Multiple Machines
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Virginia Mason Medical Centre(application of lean management)
Using lean management principles since 2002
To eliminate waste, Virginia Mason created more capacity
in existing programs and practices so that planned
expansions were scrapped, saving significant capital
expenses.
Participated in Rapid Process Improvement Weeks(RPIW)
in which teams analyze processes and propose, test, andimplement improvements.
By making use of RPIW Virginia Mason imporved their
productivity.
R lt f Vi i i M ft
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Results of Virginia Mason afterimplementation RPIW
CATEGORY 2004
RESULTS
AFTER LEAN
METRIC CHANGE
FROM 2002
INVENTORY $1,350,000 Dollars Down 53%
PRODUCTIVITY 158 FTEs 36% redeployed
FLOOR SPACE 22,324 Sq. Ft. Down 41%
LEAD TIME 23,082 Hours Down 65%
PEOPLE
DISTANCE
Travelled
267,793
Feet Down 44%
PRODUCT
DISTANCE
Travelled
272,262
Feet Down 72%
SET UP TIME 7,744 Hours Down 82%
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The Virginia Mason MedicalCentre Strategic Plan
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Meadows Regional Medical Centre
issues with bottlenecking, turnaround times, decreased satisfaction
and overworked nurses.
conducted a three-day lean overview workshop
44 action items for reducing the time needed to admit, treat and
discharge non-critical ER patients
Changes made by the hospital included standardizing mobile supply
stations; labeling racks, trays and drawers; installing a color-coded
flag system outside patient rooms; issuing patients
red allergy armbands to alert medical staff; and adding a holding
area for patients who need to see a doctor but who don't need a
room.
http://www.news-medical.net/health/Allergies-What-are-Allergies.aspxhttp://www.news-medical.net/health/Allergies-What-are-Allergies.aspx7/29/2019 Lean Operation in Health Care
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Imlemented IT
Reduced patients waiting time, reduced
turnaround times.
room employees are now more empowered to
take initiative and make changes that could
positively impact their work process a
hallmark of the lean system.
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References
Graban, Mark; 2009, Lean Hospitals, Improving quality, patient safety, andemployee satisfaction. CRC Press, London p75
Liker.JK& Meier DP; 2007,Toyota Talent. Developing your people the ToyotaWay, McGraw-Hill, New York
http://www.leanblog.org/
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THANK YOU