This document discusses the key principles of Lean Thinking and how it can be applied to pharmacy. It provides a brief history of Lean Thinking, from Henry Ford's mass production system to Toyota's implementation of just-in-time manufacturing. The core principles of Lean Thinking outlined are continuous improvement, creating value, unity of purpose, respect for employees, visual processes, and flexible regimentation. The document suggests that applying Lean Thinking in pharmacy could result in zero medication errors and patient complaints, high staff training, new pharmacy roles and clinics for pharmacists, and cost savings through an innovative management approach that transforms organizational culture from the inside out.
1. Charles Sharkey M.S., M.B.A., PharmD
Pharmacy Site Manager/Residency PGY 1 Coordinator
New York Harbor Healthcare System
Brooklyn, New York 11209
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2.
Zero Defect
Customer Needs are First Concern
Value Stream
What is Lean
Philosophy?
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3.
Henry Ford – Designed Mass Production System by
Beginning with What Customer Would Pay For
(Value)
Worked Backward to Design Product and
Production Line
Least Time, Least Waste
Lean Thinking
(Opposite)
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4.
Alfred Sloan President GM
Decentralized Organization
Central Coordinated Control
Scientific Management
Inventory, Costs, Not People
Lean Thinking
(Opposite)
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5.
Henry Ford “You can Have Any Color Car as Long
as Its Black”
Lean Thinking
(Opposite)
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6.
Value (v) = Quality (q)/Costs (c)
True North Involves Focus on Key Matters
What Really Matters, We Measure
Lean Thinking
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7.
Walter Shewart Bells Labs
Also Called Deming Wheel
Scientific Method Applied to Daily Work
Plan, Do, Study, Act
(PDSA) Cycle
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9.
Standard Work is “the Best Known Steps Required to
Perform a Job”
Lean Thinking Edits Standard Work
“Andon” Allows Workers To Call Timeout to Fix a
Process
Lean Thinking
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