This document discusses how lean principles can be applied to healthcare design and management. It defines lean as a method focused on minimizing waste to provide the best patient care while engaging staff. Lean design uses value stream mapping and iterative improvements to understand workflow and design facilities that optimize flow. Examples show how lean design has reduced costs and space needs while improving quality, safety, and staff satisfaction at several hospitals. The document advocates applying lean principles through cross-functional teams, understanding current processes, and iteratively designing an ideal future state.
This document discusses using Lean Six Sigma methodology to improve processes at a hospital pharmacy. It provides an agenda that covers hospital process improvement, Lean Six Sigma, the pharmacy services at a specific hospital, and the Six Sigma DMAIC methodology. The DMAIC methodology is then applied as an example to improving processes related to diabetes diagnosis and treatment. The document references literature on Lean Six Sigma, hospital processes, pharmacy robotics, and diabetes diagnosis and management.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
This document introduces lean principles to hospitals. It discusses how hospitals contain a lot of waste that leads to errors and inefficiencies. Lean thinking focuses on specifying value for customers, identifying waste in processes, and making value flow smoothly through pull-based systems. The document provides examples of how lean has been applied in hospitals to reduce errors, improve patient and employee experience, and increase efficiency in areas like labs, emergency departments, and operating rooms. It emphasizes the cultural shift needed towards continuous improvement and employee empowerment.
Lean management is an approach to running an organization that supports continuous improvement. In healthcare, lean management aims to eliminate waste, streamline processes, and improve quality and efficiency. The document outlines several lean tools used in healthcare, including 5S, value stream mapping, and total productive maintenance. It provides examples of how hospitals have implemented lean practices like scheduled equipment calibration, integrated pharmaceutical systems, and grievance management systems. These practices reduced waiting times, errors, and costs while improving patient and employee satisfaction. Overall, lean management helps healthcare organizations improve processes and adapt to changing demands.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The document discusses how Lean Six Sigma methods can help improve healthcare by reducing costs, medical errors, and variability through processes like identifying waste and standardizing practices. It provides examples of successful Lean Six Sigma projects in a hospital PACU that reduced "PACU full" time by over 90% and in an ophthalmology practice that cut case time by 32% and costs by 30% by standardizing physician practices. The document argues Lean Six Sigma approaches can help address issues of high costs, inconsistent quality, and access challenges facing healthcare.
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
This document discusses using Lean Six Sigma methodology to improve processes at a hospital pharmacy. It provides an agenda that covers hospital process improvement, Lean Six Sigma, the pharmacy services at a specific hospital, and the Six Sigma DMAIC methodology. The DMAIC methodology is then applied as an example to improving processes related to diabetes diagnosis and treatment. The document references literature on Lean Six Sigma, hospital processes, pharmacy robotics, and diabetes diagnosis and management.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
This document introduces lean principles to hospitals. It discusses how hospitals contain a lot of waste that leads to errors and inefficiencies. Lean thinking focuses on specifying value for customers, identifying waste in processes, and making value flow smoothly through pull-based systems. The document provides examples of how lean has been applied in hospitals to reduce errors, improve patient and employee experience, and increase efficiency in areas like labs, emergency departments, and operating rooms. It emphasizes the cultural shift needed towards continuous improvement and employee empowerment.
Lean management is an approach to running an organization that supports continuous improvement. In healthcare, lean management aims to eliminate waste, streamline processes, and improve quality and efficiency. The document outlines several lean tools used in healthcare, including 5S, value stream mapping, and total productive maintenance. It provides examples of how hospitals have implemented lean practices like scheduled equipment calibration, integrated pharmaceutical systems, and grievance management systems. These practices reduced waiting times, errors, and costs while improving patient and employee satisfaction. Overall, lean management helps healthcare organizations improve processes and adapt to changing demands.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The document discusses how Lean Six Sigma methods can help improve healthcare by reducing costs, medical errors, and variability through processes like identifying waste and standardizing practices. It provides examples of successful Lean Six Sigma projects in a hospital PACU that reduced "PACU full" time by over 90% and in an ophthalmology practice that cut case time by 32% and costs by 30% by standardizing physician practices. The document argues Lean Six Sigma approaches can help address issues of high costs, inconsistent quality, and access challenges facing healthcare.
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
This document discusses Lean management principles and implementing 5S (Sort, Set in Order, Shine, Standardize, Sustain) in the workplace. It provides examples of applying 5S to organize workstations, documents/items, and computers. Implementing 5S brings benefits like reducing search time, faster response times, and a safer work environment. The document encourages readers to be change agents and help implement 5S in their departments through activities like developing a 5S directory and coordinating the sorting process.
FISH BONE DIAGRAM IS OFTEN USED FOR SOLVING PROBLEMS AND IS ALSO AN IMPORTANT TOPIC FOR M.D. COMMUNITY MEDICINE POST GRADUATES .THIS PRESENTATION COULD BE OF SOME HELP TO THEM .
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
This document outlines the key deliverables, steps, tools, and stakeholders involved in a Define, Measure, Analyze, Improve, Control (DMAIC) project. The project follows the standard DMAIC framework with key deliverables defined for each phase such as process maps, measurement plans, data analysis, improvement plans, and control plans. Tollgates and progress are tracked throughout the project. A variety of statistical and process improvement tools are listed to guide the project team in their work. Stakeholder involvement is also defined using RACI (responsible, accountable, consulted, informed) charts. The overall goal is to map out the end-to-end process for completing a DMAIC project and achieving performance improvements
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
The document outlines the five steps to continuous improvement (Kaizen): 1) Observation, 2) Standardization, 3) Flow & Process Kaizen, 4) Equipment Kaizen, and 5) Layout Kaizen. The goal is to identify and eliminate waste, reduce variation, and improve the flow of materials and information through small, incremental changes. Key aspects include establishing standards, managing interruptions, improving processes, equipment, and layout to better support operators.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
The document provides an overview of the 5 Whys root cause analysis tool. The 5 Whys involves asking "Why?" five times to determine the root cause of a problem. It should address both why a defective part was made and why the defect was not detected earlier. While typically involving five questions, the number may vary depending on the complexity of the problem. The tool helps analyze problems by tracing them back from obvious to less obvious causes through a series of why questions. The goal is to identify systemic root causes that allow problems rather than just resolving the specific problem.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
Lean Principles in Healthcare: 2 Important Tools Organizations Must HaveHealth Catalyst
The document discusses how lean principles from manufacturing have been applied with mixed success in healthcare. It argues that for lean to be truly effective in healthcare, it must be part of a larger initiative to drive cultural change throughout an organization. Specifically, healthcare systems should use two lean tools - value-stream maps and A3 diagrams - to improve horizontal processes, while also adopting principles like continuous process improvement and empowering frontline workers. Sustainable change requires long-term teams focused on clinical domains and organizational commitment to making improvements a reality.
Mark Graban Mass. Lean Healthcare GroupMark Graban
The Massachusetts Hospital Lean Network is a collaboration between the Lean Enterprise Institute (LEI) and healthcare organizations to improve quality, safety, and staff engagement using lean principles. The network shares best practices around staff involvement in continuous improvement, error prevention systems and processes, and the role of leadership in strategy deployment. Members meet to discuss their lean transformations and challenges. Data shows lean approaches can significantly reduce errors and infections while improving staff satisfaction.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
This document discusses Lean management principles and implementing 5S (Sort, Set in Order, Shine, Standardize, Sustain) in the workplace. It provides examples of applying 5S to organize workstations, documents/items, and computers. Implementing 5S brings benefits like reducing search time, faster response times, and a safer work environment. The document encourages readers to be change agents and help implement 5S in their departments through activities like developing a 5S directory and coordinating the sorting process.
FISH BONE DIAGRAM IS OFTEN USED FOR SOLVING PROBLEMS AND IS ALSO AN IMPORTANT TOPIC FOR M.D. COMMUNITY MEDICINE POST GRADUATES .THIS PRESENTATION COULD BE OF SOME HELP TO THEM .
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
This document outlines the key deliverables, steps, tools, and stakeholders involved in a Define, Measure, Analyze, Improve, Control (DMAIC) project. The project follows the standard DMAIC framework with key deliverables defined for each phase such as process maps, measurement plans, data analysis, improvement plans, and control plans. Tollgates and progress are tracked throughout the project. A variety of statistical and process improvement tools are listed to guide the project team in their work. Stakeholder involvement is also defined using RACI (responsible, accountable, consulted, informed) charts. The overall goal is to map out the end-to-end process for completing a DMAIC project and achieving performance improvements
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
The document outlines the five steps to continuous improvement (Kaizen): 1) Observation, 2) Standardization, 3) Flow & Process Kaizen, 4) Equipment Kaizen, and 5) Layout Kaizen. The goal is to identify and eliminate waste, reduce variation, and improve the flow of materials and information through small, incremental changes. Key aspects include establishing standards, managing interruptions, improving processes, equipment, and layout to better support operators.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
The document provides an overview of the 5 Whys root cause analysis tool. The 5 Whys involves asking "Why?" five times to determine the root cause of a problem. It should address both why a defective part was made and why the defect was not detected earlier. While typically involving five questions, the number may vary depending on the complexity of the problem. The tool helps analyze problems by tracing them back from obvious to less obvious causes through a series of why questions. The goal is to identify systemic root causes that allow problems rather than just resolving the specific problem.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
Lean Principles in Healthcare: 2 Important Tools Organizations Must HaveHealth Catalyst
The document discusses how lean principles from manufacturing have been applied with mixed success in healthcare. It argues that for lean to be truly effective in healthcare, it must be part of a larger initiative to drive cultural change throughout an organization. Specifically, healthcare systems should use two lean tools - value-stream maps and A3 diagrams - to improve horizontal processes, while also adopting principles like continuous process improvement and empowering frontline workers. Sustainable change requires long-term teams focused on clinical domains and organizational commitment to making improvements a reality.
Mark Graban Mass. Lean Healthcare GroupMark Graban
The Massachusetts Hospital Lean Network is a collaboration between the Lean Enterprise Institute (LEI) and healthcare organizations to improve quality, safety, and staff engagement using lean principles. The network shares best practices around staff involvement in continuous improvement, error prevention systems and processes, and the role of leadership in strategy deployment. Members meet to discuss their lean transformations and challenges. Data shows lean approaches can significantly reduce errors and infections while improving staff satisfaction.
Mark Graban "How Lean Thinking Helps Hospitals"Mark Graban
Mark Graban provides an overview of how lean thinking can help hospitals by reducing waste and errors. He discusses the need for lean in healthcare given constraints on resources and high rates of preventable errors. Graban also shares lessons learned from his experience implementing lean as an industrial engineer and consultant, emphasizing the importance of engaging employees and focusing on systems rather than individuals when problems occur.
Spaghetti Diagrams are not referring to pasta, spaghetti, or something Italian. It is a tool that is used in lean to graphically and physically illustrate wasted flow and motion. This presentation offers the basics of creating and using Spaghetti Diagrams to reduce waste and improve processes
This document provides instructions for creating a spaghetti chart to map out and facilitate the improvement of a process. A spaghetti chart connects the steps of a process to visualize workflow. The instructions explain how to: 1) mark the starting point and connect subsequent activity spots, 2) continue through the entire process, 3) review for steps that can be removed, reordered, or physically moved, and 4) renumber steps and document the new improved process.
The document describes issues with the flow process for making and serving coffee and tea to guests. It outlines the current process which involves multiple steps and locations for different items needed. This leads to confusion and waste as guests try to navigate the process. The document then suggests the flow should be simple, fit the number of guests, fit the coffee/tea making process, and minimize waste. It notes another empty table was available but not utilized because it was hidden behind a pillar.
The Lean Healthcare Startup, Jay Parkinson, SherpaaLean Startup Co.
How can you use lean methodologies to get started in a complicated and highly regulated industry like healthcare? When lives are at stake, do minimum viable products even apply? How can lean help launch and iterate new features and customer growth in a 5 year old healthcare company?
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
This document summarizes a webinar on applying value stream mapping in non-manufacturing environments. The webinar covered what value stream mapping is, how to create current and future state maps, and how to develop an implementation plan from the future state map. Key components of value stream maps like process time, lead time, quality metrics, and productivity gains were also explained. The webinar aimed to teach participants how to map office and service processes and identify opportunities to reduce waste and improve flow.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Time is of the essence: Value Stream Mapping a National Health Service (NHS) ...Sian Joel-Edgar
1) The document discusses using value stream mapping to analyze the patient journey through an NHS emergency department in the UK. It created high-level, detailed, and operational maps to identify value-adding and wasteful steps.
2) Observing 30 patients, it found long wait times, fragmented processes, and multiple handoffs between staff. One patient had 19 waiting periods totaling 340 minutes.
3) A workshop with medical and non-medical staff discussed the maps and how to reduce wait times, though attendees noted variations and exceptions not captured. The study reflects on automating data extraction to improve value stream mapping in healthcare.
The document discusses Lean Six Sigma principles and methodology. It explains that Lean focuses on eliminating waste to reduce cycle time and improve quality, while Six Sigma aims to reduce variability. Lean Sigma combines these two approaches to build on existing quality and statistical capabilities. It outlines the DMAIC strategy used in Lean Six Sigma, including defining goals, measuring processes, analyzing causes of defects, improving processes, and controlling gains.
The document proposes several initiatives to the EMT to improve patient safety culture at the hospitals. It recommends continuing executive patient safety rounds, allocating resources to support National Patient Safety Goal RIEs, and defining roles for the Patient Safety Director. It also proposes defining an ideal cultural target state, conducting cultural surveys, and chartering significant projects through the EMT. Metrics are outlined to measure tangible safety improvements and overall cultural development progress. The EMT is asked to approve these proposals and initiatives.
Keon Richardson 15-16 Department of Health template A3 size 260215Keon Richardson
QPR in the Community Trust uses football programs to empower youth from disadvantaged communities in West London. It offers three intervention programs called Kicks, sessions in Pupil Referral Units, and Sport and Thought that use football to tackle issues like antisocial behavior, gang participation, and unemployment. The document discusses how the author worked to develop their social and cultural capital through coaching, workshops and networking to better help young people access opportunities and reduce their risks.
The document discusses linking service science with policymaking to enable desirable societal outcomes. It outlines that service science studies value co-creation interactions in service systems and that policies can shape rules and incentives to connect interactions with outcomes. The document also provides background on key concepts in service science like the service-dominant logic and definitions of service systems.
Daily huddles led by team managers are proposed as an effective way to improve communication, productivity, quality and morale. Evidence from trials in private sector organizations found that huddles led to a 21% increase in productivity, 15% increase in quality, and rapid improvements in backlog, morale and staff engagement. Staff reported feeling more like part of a team, having a voice that was listened to, and taking pride in improving results. However, huddles require commitment from managers to focus on goals, provide relevant information to staff, listen to concerns and act on issues.
Total Joint Replacement- Improving Day of Surgery Efficiency and ThroughputWellbe
Organic growth of total joint replacement volume is growing at 3-4% per year as the number of physicians entering orthopedic residency programs is in decline. Cuts in Medicare reimbursement for total joints is forecast every year producing stressors for the surgeon to perform more surgery just to tread water financially. Increasing surgical volume without increasing time in the day requires a team approach to process improvements. By taking a fresh look at operating room processes, it’s possible to accomplish this goal.
Discussion points include:
• Pre-op patient preparedness
• Resolving inherent conflicts
• Surgical case order
• Tracking case efficiency
• Surgical tray streamlining
About the Speaker:
Sandy Nettrour has specialized in orthopedics for 30 years. She is the Neurosurgery and Orthopedic Service Line Coordinator for Butler Health System, providing oversight of the business aspects of Neurosurgery and Orthopedics, while continuing to first assist in the operating room and provide patient care at the bedside.
Sandy graduated from Alderson Broaddus College in 1980 with a Physician Assistant degree. She has been awarded the Distinguished Fellow Recognition by the American Academy of Physician Assistants, the Hu C. Myers Award for lifetime professional achievement and community service, and the Pennsylvania Society of Physician Assistants Humanitarian of the Year 2013. She was a Round Table Participant in Orthopedics Today June 2012′s “Effective and Efficient Joint Replacement Programs Need Constant Review and Renewal of Processes.”
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
Lean thinking helps hospitals improve quality of care, patient safety, and employee satisfaction by reducing waste. Applying Lean principles like standardizing processes and reducing unnecessary walking can double the time nurses spend with patients from around 30% to over 50%. Case studies show Lean initiatives in hospitals have significantly reduced infection rates, medical errors, costs from complications, and turnover while improving productivity and staff morale.
An introduction to Lean within veterinary practice presented to Joint Venture Partners of the Vets4Pets group. Apologies for formatting errors during file conversion.
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
Lean thinking principles were implemented in the emergency department of The Mission Hospital in Durgapur, India to improve patient flow and reduce waste. Key aspects of lean thinking used included value stream mapping to identify non-value adding activities, applying the 5S methodology to organize the workspace, and conducting gemba walks to observe processes firsthand. This led to reductions in patient length of stay, wait times, and overcrowding in the emergency department. Bottlenecks like long wait times for radiology, inpatient teams, and available beds were identified and addressed through lean problem solving techniques. Implementing lean thinking also helped prevent physician burnout by streamlining workflows and reducing clerical burdens.
Delivering care in efficient environment medicall 2011 [compatibility mode]Satishkumar Durairajan
This document discusses delivering efficient healthcare in challenging environments. It outlines issues like controlling costs, government regulations, and new technologies. It discusses what patients and hospitals want, including favorable outcomes, safety, and controlling costs. The document proposes addressing these challenges through quality improvement approaches like Lean, Six Sigma, and reducing waste. It provides examples of applying Lean Six Sigma in healthcare to improve processes and outcomes.
The document summarizes ThedaCare's efforts to lead a healthcare lean transformation through various initiatives. It discusses:
1. ThedaCare's healthcare delivery system which includes multiple hospitals, physician offices, behavioral health locations, and other facilities.
2. ThedaCare's approach to transforming healthcare through applying lean principles and creating better value for customers. This includes identifying value, value streams, flow, pull, and continuous improvement.
3. Examples of ThedaCare's lean projects and initiatives to redesign processes like ICU space and workflows, implement collaborative care, and achieve measurable improvements in outcomes, costs, and patient/staff satisfaction.
The document outlines ThedaCare's system-wide strategy to apply
Clinical research training - Dr Blanaid Mee - Dec 7th 2016ipposi
Biobanks collect and store human biological samples and associated data for use in medical research. They allow for large-scale studies with greater statistical power by aggregating samples. National and international biobank networks increase the number of available samples even further. While biobanking faces challenges around staffing, data protection regulations, informed consent processes, and handling genomic data, addressing these challenges through harmonization, guidelines, and ensuring a patient-focused approach can help further biobanking for future medical advances.
This slides are modified
Original Slides Presented by Akarin Nimmannit MD
Thai initiative that was considerably successful
R2R Made innovation/QI easy for everyone to do
A short overview of Lean Management principles and philosophy as applied to a hospital setting. This presentation was prepared for an interview with the Five Hills Health Region.
The document discusses applying lean principles from Toyota to healthcare delivery in the NHS to address sustainability challenges. It describes the Toyota Production System which eliminated waste to produce high quality cars using fewer resources. The same lean principles can transform healthcare work by improving individual processes, redesigning patient pathways, and synchronizing support activities. This would achieve better outcomes and experiences for patients while using fewer resources, creating a "win-win-win". Initial gains would include improved quality, staff morale and throughput with the same resources by getting work done right the first time.
This document discusses using design projects as laboratories for research. It outlines three initiatives - technology, sustainability, and human and organizational behavior. For each initiative, it provides examples of research projects, including one that used computational fluid dynamics to study airflow in exam rooms and another that examined the impact of view duration and content on nurse stress. It advocates conducting field research and simulations on a project to study human behavior, energy performance, and other factors. The goal is to integrate research findings into design to improve individual, organizational and environmental wellbeing while overcoming resistance factors like billability and time.
This document provides an overview of a presentation on Lean given to OFC SGC. It begins with the objectives of Lean which are to eliminate waste, improve quality and reduce costs. It then discusses the history and origins of Lean from Henry Ford's assembly line to Toyota. Key Lean concepts are defined such as identifying value-added vs. non-value added activities and the seven wastes. Examples of applying Lean tools and methods to improve processes in healthcare are provided. The presentation emphasizes the importance of leadership commitment, employee involvement and empowerment for a successful Lean transformation.
Lean is a philosophy and approach to process improvement based on Toyota's production system. It focuses on eliminating waste to improve flow and customer value. Key lean principles include identifying the value stream, continuously improving processes, and respecting people. In healthcare, lean aims to streamline clinical pathways and remove inefficiencies that get in the way of patient care. Initial steps involve mapping current processes and identifying opportunities to reduce waste, variability, and handoffs through small tests of change.
Process improvement through use of lean six sigma methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. The presentation introduces Lean and Six Sigma concepts and waste, and provides an example of how blood management was improved at Saint Luke's using these methods. It also reviews process mapping and customer requirements analysis tools.
Process Improvement Through Use Of Lean Six Sigma Methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. These projects have reduced waste, defects, and costs while improving safety, communication, and leadership awareness of processes. The presentation introduces common Lean and Six Sigma tools and provides an example of mapping a process's suppliers, inputs, outputs, customers, and requirements.
This document discusses how field research and parametric analysis were used to inform the design of a new patient tower for ProMedica Toledo Hospital. Researchers conducted observations and activity analysis of a current med-surg unit to understand issues like wasted walking, limited visibility, and unused space. A parametric model was developed to simulate different design configurations and sequences of staff activities. Key findings included that multi-tasking did not reduce time and point-of-use supplies could improve efficiency. The research helped define targets for the future state design focused on decentralization, proximity of supplies, and improved care coordination.
How To Drive Clinical Improvement Programs That Get Results - HAS Session 20Health Catalyst
Getting accurate data does not improve care unless empowered teams are created with knowledge of how to apply the data. This was the highest-rated breakout session, and the second-highest rated session overall. This was a very hands-on session, using four different “ah ha” experiences to demonstrate key principles for getting clinical improvement results. These experiences included a deal or no deal re-enactment, a popsicle bomb exercise, a water stopping contest, and Paul Revere exercise. Key principles included how to prioritize your clinical improvement programs and cohorts, defining and selecting the most impactful AIM statements, fixing data quality, and defining and rolling out interventions throughout the system.
Impact Of a Clinical Decision Support Tool on Asthma Patients with Current As...Yiscah Bracha
The document summarizes research on the effect of computerized decision support (CDS) on the percentage of asthma patients with asthma action plans. The research found:
1) Implementation of a CDS tool at clinics led to increases in the percentage of pediatric patients with current asthma action plans, especially at clinics that previously lacked paper templates.
2) For adults, clinics that emphasized asthma action plans and had physicians start using the CDS tool saw increases, while clinics without paper templates saw physicians begin using the tool.
3) Statistical analysis showed the CDS tool had an initial positive effect at one pediatric clinic that oscillated over time, while having no significant effect at other clinics, possibly due to pre-existing tendencies of physicians to
Our Favorite Mistakes: Creating a Culture of Learning from MistakesMark Graban
Presented by Mark Graban for the Lean Leadership Week event hosted by Lean Frontiers.
We all make mistakes, even the most successful people we know. Are people successful because they avoid mistakes or because they make sure to learn from them? Mark Graban thinks it’s the latter based on podcast conversations he’s had with corporate CEOs, athletes, entrepreneurs, and entertainers – and former Toyota employees.
Are we willing to admit mistakes to ourselves, yet alone our colleagues, employees, or leaders? Do our organizations create a culture where it’s safe to talk about mistakes, as a first step toward preventing future mistakes? Can we shift from blaming and shaming to building a culture of continuous improvement?
In this talk, you will learn and hear stories about:
• Why it’s important to admit mistakes
• How to reflect on mistakes without being too hard on ourselves (or others)
• How to prevent repeating mistakes
• What key leader behaviors create a culture where it’s safe for people to admit mistakes
Mark Graban is an independent consultant, professional speaker, and entrepreneur. He is also a senior advisor for the technology company KaiNexus and advises healthcare clients through the firm Value Capture.
He is the author of Measures of Success: React Less, Lead Better, Improve More. Mark’s previous books include the Shingo-Award winning Lean Hospitals and Healthcare Kaizen. He was creator and editor of the anthology Practicing Lean.
Mark hosts many podcasts including “Lean Blog Interviews,” “Habitual Excellence, Presented by Value Capture” and “My Favorite Mistake.”
Mark has a B.S. in Industrial Engineering from Northwestern University, along with an M.S. in Mechanical Engineering and an M.B.A. from the Massachusetts Institute of Technology.
This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.
Improve Your Lean Management System With a Simple ChartMark Graban
This document discusses the use of process behavior charts (PBCs) to evaluate processes, metrics, and improvement efforts. It emphasizes that PBCs help distinguish common cause variation from special cause variation to avoid overreacting to normal fluctuations or missing important signals of change. The document provides examples of how PBCs can be used to evaluate metrics over time, determine if processes are predictable and capable of meeting goals, and identify when improvements have actually resulted in process changes. It argues that PBCs support a more scientific approach to problem solving and help organizations react less and improve more.
Today’s Effective Leader: Shifting From Cop to Coach and CounselorMark Graban
A webinar presented by Mark Graban for the Iowa Lean Consortium
This webinar, facilitated by Mark Graban, will provide practical approaches for changing the way you lead.
How often do we hear phrases like "If only people would just do what they're told," or "They're being resistant to change"? High quality organizations realize that "resistance to change" actually should be the beginning of a conversation about change, not the end.
This webinar will feature Mark Graban, an internationally recognized consultant, explaining how organizations can shift from a culture of compliance to a culture of continuous improvement – and in the process, get on the path to better quality and higher levels of performance.
Using real-life examples, Mark will share practical approaches for changing the way you lead to engage everyone in ongoing and sustainable continuous improvement. Mark also will introduce innovation mindsets and tactics from a surprising place – clinical counseling and addiction therapy – and share proven methods that have helped Toyota and other companies realize that "resistance to change" is a normal part of the change process.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Getting from Data to Analysis and Insight in the Covid-19 Pandemic (Final)Mark Graban
The document discusses using process behavior charts to analyze Ontario's COVID-19 response system data over time. It presents charts showing the daily reported COVID-19 test samples and testing backlog in Ontario. The charts reveal patterns like increases around policy changes, capacity limits, and holidays. Analyzing the data in this way provides insights about how well targets were achieved and how targets may have distorted the system.
Busting Myths About Just in Time: The Implications for Healthcare Supply ChainsMark Graban
During the Covid-19 crisis, some have blamed “just in time” or “Lean” for the current (and tragic) shortages of life-saving items like masks and ventilators. JIT has been vilified after nearly every major natural disaster that has disrupted supply chains. Is this fair?
In this webinar, Mark Graban, a Shingo award-winning author, will dispel some common myths about just in time and Lean management. He will share a broader context of JIT and Lean, along with practical suggestions that can help organizations in various industries.
How Authors Can Stress Less Over Their MetricsMark Graban
This is a webinar presented by Mark Graban, author of the book "Measures of Success: React Less, Lead Better, Improve More."
The webinar was hosted by Cathy Fyock, "The Business Book Strategist." https://www.cathyfyock.com/
Cathy coached me through the book writing process and I am grateful to her and her community of authors.
She invited me to give this presentation for her group of authors... so I tried to tailor a talk that focuses on authors, their metrics, and how to best manage them in a way that reduces stress and overreaction.
YouTube recording:
https://www.youtube.com/watch?v=5kRaxGiKOAY
Improve Your Lean Management System With a Simple ChartMark Graban
Many organizations have discovered the benefits of Lean management system practices, ranging from Strategy Deployment in the boardroom (and on down the organization) and Lean Daily Management practices at the front lines (and on up).
In our zeal to reduce waste in the actual work, how often are we introducing additional waste through our management practices? Too often, in the varied experience of our webinar presenter, Mark Graban. Reacting to every up and down in a metric or demanding a root cause explanation for every below average data point (or any data point that doesn’t hit a target) might be consuming time that would be better spent actually improving the system that generates your results.
In this webinar, you’ll learn practical tips and methods for being more effective in your Lean improvement efforts, including:
• Why two data points are not a trend (except for the few cases when they are)
• Why Run Charts or, better yet, “Process Behavior Charts” are far more helpful than red/green color-coded tables of numbers, a.k.a. “Bowling Charts”
• How to create a Process Behavior Chart for a metric
• How to use a Process Behavior Chart over time to separate “signal” from “noise,” which shows you when to react and look for a root cause for that last data point – and when to step back and improve more systematically
Mark will share lessons from his new book, Measures of Success: React Less, Lead Better, Improve More. Less
Measures of Success: React Less, Lead Better, Improve MoreMark Graban
In this webinar, Mark Graban shares key insights from his new book that will help you be more effective with your Lean management system. He will share the practical methods and mindsets of “Process Behavior Charts” that apply at the boardroom strategy deployment level and for frontline unit huddle boards. Every metric shows variation over time, but if we react to every change in every metric, then nothing is a priority. This approach can help us waste less time, which means we can improve more effectively and sustainably.
In this webinar, participants will:
Know the three questions people should ask about their metrics and the system that leads to those results
Learn how to interpret their metrics with “Process Behavior Charts”
Determine when to react to a change in a metric, based on three simple rules for determining that we have found a “signal” in the noise
Understand how Process Behavior Charts are more effective than “Bowling Charts” or “red/green” analysis
Respect for People and Continuous Improvement for HealthcareMark Graban
Presented by Mark Graban to a healthcare conference gathering in Turkey in April 2018. Mark Graban is the author of the book "Lean Hospitals" and co-author of "Healthcare Kaizen," the books that are essentially source material for this talk.
This document discusses strategy deployment and lean management systems. It begins by explaining the Plan-Do-Study-Adjust (PDSA) cycle and how strategy deployment uses PDSA cycles to create goals, link activities to goals, and drive results. It describes using strategy deployment to embed strategy and align organizations toward common goals. Key aspects of strategy deployment discussed include defining a "True North," setting metrics and goals, prioritizing initiatives, and regularly reviewing progress. The document presents strategy deployment as a series of hypotheses and emphasizes the importance of consensus building, focusing on the right priorities, and having the capacity to execute.
This document discusses how human resources can help engage all employees in continuous improvement efforts. It provides examples of how Franciscan St. Francis Health promotes a culture of continuous improvement through small tests of changes proposed by staff. The document recommends six ways HR can support continuous improvement: 1) Help assess the organizational culture; 2) Help select and promote the right leaders who believe in continuous improvement; 3) Hire employees open to change; 4) Create recognition systems for staff involvement; 5) Coach leaders in continuous improvement methods; and 6) Practice continuous improvement within the HR department. Engaging all employees in improvement efforts can increase employee engagement, customer satisfaction, quality, and financial results.
Practicing Lean 2016 Mark Graban Lean FrontiersMark Graban
This document discusses reflections on implementing and practicing Lean over 20+ years in manufacturing and healthcare. It addresses common mistakes made in explaining and executing Lean tools, and emphasizes that learning Lean is an ongoing process of making mistakes and improving. Implementing the right tools for the right culture is important. The document encourages sharing mistakes to help others learn, and stresses the importance of continuous learning and improvement when practicing Lean.
The Real Lessons of Dr. Deming’s Red Bead FactoryMark Graban
The red bead experiment, created by Dr. Deming, demonstrates how variation exists in any process and is mostly due to common causes within the system, not individual performance. In the experiment, workers try to produce a standard number of beads per trial but often fail due to the inherent variation in the bead drawing process. This shows that blaming individuals and incentivizing performance does not work. The key lessons are that the system, not individuals, is usually the cause of variation, and the focus should be on understanding and reducing common cause variation through systematic improvements.
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
Mark Graban Practicing Lean - Lean Frontiers TWI & HR Summit May 2016Mark Graban
This document discusses the speaker's reflections on 20 years of trying to implement and practice Lean in manufacturing and healthcare settings. It shares many of the mistakes and lessons learned during that time, including implementing the wrong tools for the culture, not sustaining gains from improvement efforts, and not adopting a continuous improvement mindset. The goal is to encourage others learning Lean by sharing these experiences in order to help people avoid similar pitfalls and get better at continuously improving.
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Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
1. Lean Healthcare & Lean Design
Mark Graban
President, Constancy, Inc
Faculty Member, Lean Enterprise Institute
Author, “Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction”
2. What is Lean?
• Management Method • Design Method
– Best patient care – Patient/family-focused
– Engaging staff – Engaging staff
– Minimizing waste – Minimize waste
• Eliminating barriers – Right size / resources
– Fit your processes
– Continuous improvement – Iterative improvement of a
• Better quality at a lower one-time design innovation
cost • Better meets needs at a
lower cost, with fewer
delays
2
3. Improving Radiology /MRI Access Time
Outpatient Radiology Backlog
14
12
Weeks Waiting Time
10
8
6
4
2
0
Source: Children’s Medical Center, Dallas TX
5. “Lean Construction”
• “Lean construction is a new way to design and build
capital facilities. It challenges the generally accepted
belief that there is always a trade between time, cost
and quality.”
– Maximizing value and minimizing waste
– Concurrent engineering of facility and workflow
– Value to owner defined and refined over time
– Continuous flow of work schedules
– Decentralized decision making, transparency, empowerment
http://www.leanconstruction.org/about.htm 5
6. Users of Lean Design
• Riley Hospital for Children (Indy)
• Children’s Medical Center Dallas
• Seattle Children’s Hospital
• Park Nicollet (MN)
• Virginia Mason Medical Center (Seattle)
• Beth Israel Deaconess Medical Center (Boston)
• ThedaCare (WI)
6
7. Seattle Children’s Results
Source: Leading the Lean Healthcare Journey: Driving Culture Change to Increase Value By Joan
Wellman, Pat Hagan, Howard Jeffries 7
8. Lean Capital $$ Savings
• Seattle Children’s • Avera McKennan (SD)
– Avoid $180M construction – Avoided $1.25M in ED
expansion
• LeBonheur Children’s (TN)
– $6M avoidance in new tower • Florida Health System
– $11M building cost
• Akron Children’s avoidance
– Avoid $3.5M expansion of
sterile processing • Delnor Hospital (IL)
– Defer $80M capital
expansion
9. Lean Benefits All Stakeholders
Patients • Safety & Quality
• Caring Encounters
• Less Waiting and Delay
• Pride in work
• Less frustration People • Mission
• Job security • Stewardship
• Career growth Philosophy • Stability / Growth
Caregivers Hospital
• Employees
• Medical Staff
• Administrators
9
16. The 8 Types of Waste
Type of Waste Example
Defects Wrong medication given to patient
Overproduction Specimens delivered in huge batches
Transportation Patient walking football fields between
oncology clinic and chemotherapy
Waiting Patients waiting in E.D.
Employees waiting on work to do
Inventory Expired medications, excess O.R. variation
Motion RN’s walking 5 miles per day
Processing Unnecessary MRI’s when P.T. might work
Human Potential Med Techs recapping specimens
16
17. The Iceberg of Lean
5S
Kaizen
VSMs A3
Kanban
Std Work Heijunka
Culture
Management System
Philosophy
17
17
18. Lean Terms
• 5S: Workplace organization and reduction of waste
• Kaizen: continuous improvement
• A3: Format for PDSA problem solving, planning,
reporting
• Kanban: method for replenishment of supplies
• Heijunka: Level loading of workload
• Standardized work: Creating, managing, and improving
processes and protocols
• Value Stream Mapping (VSM)
18
19. Bad Example of 5S
"We were offering suggestions and getting pushback on safe staffing,
yet being told to reduce the number of pens and pencils.”
– RN (Minnesota)
20. Good Example of 5S for an MD
670 ft for single procedure prep
(pre-Lean walking pattern)
Exam
Procedure
Lab
21. Reducing Podiatrist Walking
Restocking Checklist
• Created standardized cart
• Along with standardized rooms,
eliminated the need to leave the room
during patient encounters
23. LEAN – the 7 “sees”
1. See for yourself (“go to the ‘gemba’”)
2. See what people do (observe first hand)
3. See how people spend their time (activity follow sheet)
4. See where people go (spaghetti chart)
5. See what really happens to your patients (value stream
maps)
6. See who your teammates really are (value stream maps)
7. See the wasted effort (waste / ‘muda’)
Applies to design and management
24. Patient-Centered Care
• “Where care comes to you.”
• In the same room:
– lab draws
– nursing assessment
– physician exam
– IV therapy administration
– Music therapy
– Counseling / spiritual care
– scheduling of future
appointments
• “It’s kinda all about you.”
Park Nicollet Frauenshuh Cancer
Center 24
25. Lean Design Results –
Chanhassen Clinic (PN)
• Decrease walking:
– For patient reduced 27%
– For nurse reduced 27%
– For clinician reduced 42%
• Reduce inventory:
– Reduced 21 exam rooms
– Reduced 1 procedure room
– Reduced construction cost $196,200
– Total project reduction $357,300
• 20% reduction of square footage:
– Created flexibility, team work among disciplines; lean concept of 'open
room'; less steps for patient and staff; improved flow and visual control.
26. Staff Engagement to Reduce
Waste (Riverside Lab)
Final Layout
Core Cell
Processing Chem/Hem/+ Manual
Lean Team,
Analysis Driven
Comparing Alternatives
For Flow and TAT
26
27. Riverside Results
Metric Before After
Potassium IP TAT 74 min (June 06 avg) 48 min (Nov 06 avg)
(35.1% reduction)
Troponin ER TAT 54 min (June 06 avg) 34 min (Nov 06 avg)
(37.0% reduction)
% of Results on 62% (10/10) 85% (Nov 06 avg)
Chart < 7 AM
Specimen Travel 146 feet 67 feet
Distance Chemistry (54% reduction)
Hem. Tech Walking 1620 to 2028 feet/ 500 to 800 feet/hour
(estimated based on std work)
Distance per Hour hour
Square Footage 228 sq ft freed up
(behind manual area, to side of
special chemistry)
28. 8 Flows of Lean
1. Flow of Patients
2. Flow of Families
3. Flow of Providers
4. Flow of Medications
5. Flow of Supplies
6. Flow of Information
7. Flow of Equipment
8. Flow of Instruments/Processes
30. Look Across the Value Stream -
Oncology
Patients Scheduled 5/2/06
Oncologist Schedule Start running
18 out of chairs
16
14
12
10
8
6 Idle Time
4
2
0
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
31. Seattle Children’s Bellevue
• 32% reduction in original
space estimate Recovery
• Opened on time
• $3.5M under the $70M
budget O.R.
• “Frankly this is the best
“one piece flow” for
ambulatory surgery I Induction Induction
have observed anywhere
in the world.”
– John Toussaint, MD
31
33. Riley Design Process
• Their lead architect:
– “Building design is often a reaction to their current state”
• Too much equipment – more space --- not the best answer
– “Taking those extra months to understand what they really
wanted and what their ideal state was going to be was very
helpful.”
– Telling architects to not draw anything for 2 sets of user
meetings – strange to them
33
34. Understanding Current State
• 3-day workshops
– NICU
– Burn unit
– Oncology
• Structured observation
by staff members
– Qualitative
– Quantitative
34
36. Layouts Drive Waste of Motion
Med Tech Walk Pharmacy Tech
Pattern (5.1 miles/day!)
Miles per Day!
Cancer Center RN
37. Activity Follow
• Shadowing a person
– Focus on the process, not finding fault w/ person
• Identifying tasks / activities done each minute
• Tracking interruptions
• Do spaghetti diagram in parallel
44. Envisioning Future State
• Current: Transporting patients in the burn unit
– Wouldn’t it be great to have a procedure room in the unit?
– Avoid having to go all the way to the O.R.
– “Not dragging that child all the way across the hospital.”
44
46. “Whenever there is
CARE for a
PATIENT, there is a
value stream. The
challenge lies in
seeing it.”
Paraphrasing Rother & Shook
47. What is a Value Stream?
Supplier Customer
Request Made Product or Service
or Need Identified PROCESS STEPS Delivered
Reception Prep Procedure Recovery Reports & Invoice
VALUE STREAM
Value Stream: All steps, both value creating and non value-
creating, required to complete a service from
beginning to end.
47
48. This is a Value Stream Problem
This is Not Always an “ED Problem”
• Beds unavailable
• Admission delays
• Discharge delays
Building a bigger ED might not help
48
49. What is a Value Stream Map?
• A diagram of a process from beginning to end at a
level that people can see interactions between
departments, floors and processes.
Information
Registration Referring
Lab Dept MD
Work
Scheduling
Patient
Assessment Dept
Dept
Product/Patient
Check Pre-Op OR PACU Recovery Go
In Prep Home
50. The Mapping Team
• Create a Cross Functional Team Consisting of:
– VSM Facilitator
• Responsible for leading the team through the VSM process.
– Process Experts
• People who have in-depth knowledge of the Value Stream
you are mapping.
– Process Neophytes
• People who are not familiar with the Value Stream you are
mapping.
51. Go to the “Gemba”
• Cannot be a conference room exercise
• Three versions of a process:
1. What should happen
2. What we think happens
3. What actually happens
• “Gemba” = “actual place,” where the work occurs
55. Types of Future States
• “Ideal” Future State
– Long-term vision
– Dream big – don’t worry about constraints
• “Practical” Future State
– What is achievable in the short to mid-term
59. After the VSMs
• Architect:
• Apply VSM to adjacencies and set based design
• React to what they wanted their ideal state to be, not just problems in
their current state
59
60. Iterations at Riley
• Architect:
– “Use PDCA thinking throughout”
– More detailed room design through each iteration
– Started mockups before we drew anything, based on the ideal
state (the tub room)
60
61. Lean Design Summary
• Goals: Best patient care; best workplace
• You will come up with the best design for your own
Institute
• Time investment
– Staff time
– More planning, longer iteration time
• Payoff
– Faster build (less rework and less cost)
– More likely to have best outcome (from iterative learning)
61