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Lean Thinking by: Wafa AlAhmed

Organizational Approaches to the Delivery of Care GM51024_6_15Dundee University- Dasman Diabetic Institute

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Definition

Lean is the culture of creating value & eliminating ‘waste’

• Enhance safety• Improve quality• Improve productivity• Improve efficiency• Reduce cost

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Lean Thinking

• Lean thinking was derived from Toyota organization in 1950

• Healthcare sector adopted lean in 2000 to improve the quality of its services

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1st Lean Principles Specify value from the customer viewpoint

Value Customer

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2nd Lean Principles

• Identify the value stream and eliminate waste

• Value Stream: A set of activities necessary to

bring a service to the customer

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Types of Work Activities

Activities that Contribute to Satisfy the customer

Activities that must be

performed for legal or

regulatory requirements

Activities that the customer

would be unwilling to

pay for

Optimize Minimize Eliminate

Value-Add Business non- Non-Value Add

Value Add

Types of Waste

The elimination of waste is the main characteristic of Lean. Waste is everything that doesn’t add value to the patient or process.

UNUSED STAFF CREATIVITY

AUTOMATING INEFFICIENT PROCESS

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Value Stream MappingTaxi Service Work Flow

CUSTOMER

ON LINEBOOKING

BOOKING BY PHONE

OPERATOR

WORKSTATIONDESKTOP

TAXI SERVICESERVER

TAXI DRIVER

TAXI DRIVER

Plan, Do, Check, Adjust (PDCA) Sometimes known as PDSA (Plan, Do, Study, Act) cycle

• (PDCA) cycle provides a means of conducting safe experimentation or a number of trials to see the effect of any changes made in a bid to make improvement

Plan, Do, Check, Adjust (PDCA) Cycle P - Plan: The trial is the most important part of the process.

• What you are planning to trial?• What are your objectives?• Who is needed to be involved/informed?• How are you going to do it?• How long will the trial run?• How are you going to measure improvement?• What is your communication plan?

D - Do: Carry out the trial

• Test the change and collect the data.

C - Check: Study the results

• Analyze the data you collected in the ‘plan’ and ‘do’ phase• Discuss outcomes with colleagues?• What went well?• What went wrong?• Did anything unexpected happen?• Could the process be improved?• If the trial didn’t go to plan, what was the root cause?

A - Adjust: Act on the results

• If the trial did not improve the process, could you treat the root cause in your next PDCA cycle?

• If the change was a measurable success, adopt and spread the improvement in your PDCA cycle.

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3rd Lean Principles• Make value flow at the pull of the customer

• Flow is the goal

Value Customer

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4th Lean PrinciplesSupply what is pulled by the customer

• Buffer Holding area between two processes.

• Kanban Visual signs

Kanban Visual management

https://www.youtube.com/watch?v=rkpadFfyCqo

Perfection

5th Lean Principles  Problem

Solving

By Root Cause Analysis

People & Partners(Respect, Challenge, Teamwork & Grown them

Process (Eliminate Waste)Right process will deliver right product

Philosophy (Long-Term Thinking) (Continuous Improvement & Learning)

Using 5S to improve safety

5S is the basis for standardizing work to make the processes and environment safe.It is used to improve efficiency byeliminating waste, promoting flow,improving staff morale and mostimportantly improving safety.

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Why Standardized work is important?

The Key to Success Is Small, Incremental

Improvement