Lhc toolkit presentation
description
Transcript of Lhc toolkit presentation
Deanna Kyrimis, M.B.A.Lean Healthcare Certified: University of Michigan
LEAN HEALTHCARE
2
• LEAN HEALTHCARE
– Reducing waste to increase value! Patient centric
TOYOTA PRODUCTION SYSTEM (TPS)Originated in the automobile manufacturing plants in Japan
FACTS…TPS LEAN HEALTHCARE
LEADERSHIP
LEAN HEALTHCARE5 PIECE PROCESS
PATIENT SERVICE
Lean
Cul
ture
Workforce Development
Workforce
Recognition Improvement
Sustainability
Continuous
Improvem
ent
Workforce Development
LEAN HEALTHCARE PIECE 1
Back to main
•Communicate (see handout)
•Train all staff to become lean practitioners
•Allow front line workers to build the new system
•Build a foundation of teamwork fostering Lean Principle Accountability!
• MANAGEMENT
• TRAIN-THE-TRAINER
• WORKFORCE RECOGNITION (SLIDE 12)
Value from patients’ standpoint
Map ALL process steps Identify the “patient value”
steps Remove the “waste” steps Strive for EXCELLENCE
across the organization
SANDARDIZED OPERATIONS
Continuous Improvement
LEAN HEALTHCARE PIECE 2
Back to main
Jidoka ‘‘the practice of stopping the process when a problem occurs’’ (Osono et al., 2008, p. 135)
•Detect problem•Stop process•Restore proper process •Investigate the root cause•Install countermeasures
Improvement Sustainability
LEAN HEALTHCARE PIECE 3
Back to main
STOP THE LINE
•Mickey Matrix
•Process Improvement Goals•Weekly meetings recognizing PI champions•Raffle Tickets•Monthly, Quarterly and Annual Drawings (no added $ = AMEX points)
Workforce Recognition
LEAN HEALTHCARE PIECE 4
Back to main
Lean Culture
LEAN HEALTHCARE PIECE 5
•Core Values
•Defined Purpose
•Communicate, Stimulate, REWARD
Back to main
LEAN HEALTHCARE DRIVERS
Copyright 2010 11
Bringing order to haphazard layouts, facilitating efficient workflows.
Cell LayoutMove away
from work in progress
Standardized work
Efficient use of space
CVC Medical Records Example; cubicles to work teams (example next slide)
Cell LayoutWork Sequencing
12MEDICAL RECORDS EXAMPLE FROM SESSION I
BEFORE LEAN AFTER LEAN
Copyright 2010 13
Time it takes to get from one “good product” to the
next “good product”
“Good Product” may be rooming patients or
scheduling procedures or performing a test
Patient Value Add = Minimum time to
attain “good product”
What action can be taken to lessen the time taken during
the set-up?
Can we shift work to be more efficient
Are we performing double work
How can we lessen the time patients are waiting?
Setup Time Reduction
Copyright 2010 14
Changing Scheduling to Balance Resources
Do we have panels that are not particularly busy (trend) while
others are at or beyond capacity?
Smooth out the at/beyond by shifting demand to less busy
time(s)
Demand Smoothing
15
5 SSort: Clear the work area
Set in order: Designate locations
Shine: Clean the work area
Standardize: Everyone doing the same thing, with everything in the
same place
Sustain: Ingrain the process in the organization
Copyright 2010
Copyright 2010 16
STANDARDIZED OPERATIONS
Copyright 2010 17
GO AND SEE! ASK WHY 5 TIMES RESPECT PEOPLE
SOLVING PROBLEMS
Copyright 2010 18
NO STATUS QUOChallenge the waste! No more “this is how we have always done it”.
FIND THE PATIENT VALUE ADD!
20
READING MATERIALS
CERTIFICATION
BELMONT UNIVERSITY
UNIVERSITY OF MICHIGAN
PURDUE UNIVERSITY