Fourth UK Lean Healthcare Forum 9 October 2007
Lessons from the First Global
Lean Healthcare Summit
Daniel T Jones
Chairma...
Fourth UK Lean Healthcare Forum 9 October 2007
What Lean is
• Lean is a management system based on the
scientific method –...
Fourth UK Lean Healthcare Forum 9 October 2007
Myths about Healthcare
• “Healthcare is complex” – but patients follow a
fe...
Fourth UK Lean Healthcare Forum 9 October 2007
What Have We Learnt?
• The place to start is by following acute patients
th...
Fourth UK Lean Healthcare Forum 9 October 2007
Opportunities for Action
• Get beyond Rapid Improvement Events
• Establish ...
Fourth UK Lean Healthcare Forum 9 October 2007
Lessons from the First Global
Lean Healthcare Summit
Daniel T Jones
Chairma...
Fourth UK Lean Healthcare Forum 9 October 2007
1. Creating Basic Stability
• How to create and sustain standard, visual an...
Fourth UK Lean Healthcare Forum 9 October 2007
2. Making Flow Happen
• How to distinguish, schedule and manage
different d...
Fourth UK Lean Healthcare Forum 9 October 2007
3. Managing a Lean Transformation
• How to plan, manage and audit a success...
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Lessons from the First Global Lean Healthcare Summit

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by Daniel T Jones of Lean Enterprise Academy shown at the 4th Lean Healthcare Forum on 9th October 2007 ran by the Lean Enterprise Academy

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Lessons from the First Global Lean Healthcare Summit

  1. 1. Fourth UK Lean Healthcare Forum 9 October 2007 Lessons from the First Global Lean Healthcare Summit Daniel T Jones Chairman Lean Enterprise Academy
  2. 2. Fourth UK Lean Healthcare Forum 9 October 2007 What Lean is • Lean is a management system based on the scientific method – not an improvement method • Lean focuses on managing processes to create value - as well as allocating resources • It delivers superior performance – quality, time and cost – win-win-win for all participants • It is being used in all kinds of organisations • The only way to learn how lean really works is by conducting experiments
  3. 3. Fourth UK Lean Healthcare Forum 9 October 2007 Myths about Healthcare • “Healthcare is complex” – but patients follow a few common routes through hospitals • “A&E demand variable and unpredictable” – but elective demand is more variable and created • “Every patient is different” – but 6% of treatments account for 50% of the work • “Standard work kills creativity” - in fact it frees up time for more patient care • “Healthcare is a service” – looks like production
  4. 4. Fourth UK Lean Healthcare Forum 9 October 2007 What Have We Learnt? • The place to start is by following acute patients through hospitals from primary to tertiary care • Big opportunities from following the material flow through the supply chain to healthcare • The actions to create lean healthcare processes are increasingly clear • The challenge now is the transition path and lean healthcare management • We are beginning to see what lean hospitals might look like – and new business models
  5. 5. Fourth UK Lean Healthcare Forum 9 October 2007 Opportunities for Action • Get beyond Rapid Improvement Events • Establish stability everywhere • Develop clinical pathways • Create end-to-end value streams • Integrate diagnostic value streams • Replenish supplies frequently • Develop lean hospitals (healthcare systems) around the value streams • Lean healthcare supply chains
  6. 6. Fourth UK Lean Healthcare Forum 9 October 2007 Lessons from the First Global Lean Healthcare Summit Daniel T Jones Chairman Lean Enterprise Academy
  7. 7. Fourth UK Lean Healthcare Forum 9 October 2007 1. Creating Basic Stability • How to create and sustain standard, visual and error free working across every ward, lab and theatre? • How frequent replenishment of supplies to wards can enable standard work?
  8. 8. Fourth UK Lean Healthcare Forum 9 October 2007 2. Making Flow Happen • How to distinguish, schedule and manage different diagnostic, treatment and support pathways through hospitals and beyond? • How to unlock the material flows within hospitals?
  9. 9. Fourth UK Lean Healthcare Forum 9 October 2007 3. Managing a Lean Transformation • How to plan, manage and audit a successful multi-year transformation across a hospital and beyond? • How redesigning material flows can unlock big savings in purchasing supplies?
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    Recortar diapositivas es una manera útil de recopilar información importante para consultarla más tarde.

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