1. LEAN HEALTHCARE
Deanna Kyrimis, M.B.A.
Lean Healthcare Certified: University of Michigan

2. FACTS…TPS LEAN HEALTHCARE
• LEAN HEALTHCARE
TOYOTA PRODUCTION SYSTEM (TPS) – Reducing waste to
Originated in the automobile increase value!
manufacturing plants in Japan Patient centric
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3. LEADERSHIP

4. LEAN HEALTHCARE
5 PIECE PROCESS
PATIENT SERVICE

5. LEAN HEALTHCARE PIECE 1
Workforce Development
•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 •WORKFORCE
Principle Accountability! RECOGNITION (SLIDE 12)
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6. LEAN HEALTHCARE PIECE 2
Continuous Improvement
 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
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7. LEAN HEALTHCARE PIECE 3
Improvement Sustainability
Jidoka ‘‘the practice of
stopping the process when a
problem occurs’’ (Osono et
al., 2008, p. 135)
STOP
•Detect problem
THE LINE
•Stop process
•Restore proper process
•Investigate the root cause
•Install countermeasures
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8. LEAN HEALTHCARE PIECE 4
Workforce Recognition
•Mickey Matrix
•Process Improvement
Goals
•Weekly meetings
recognizing PI champions
•Raffle Tickets
•Monthly, Quarterly and
Annual Drawings (no
added $ = AMEX points)
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9. LEAN HEALTHCARE PIECE 5
Lean Culture
•Core Values
•Defined Purpose
•Communicate, Stimulate
, REWARD
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10. LEAN HEALTHCARE
DRIVERS

11. Cell Layout
Work Sequencing
Bringing order to
haphazard
layouts, facilitating
efficient workflows.
Move away
Standardized Efficient use
Cell Layout from work in
work of space
progress
CVC Medical
Records Example;
cubicles to work
teams (example
next slide)
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12. BEFORE
AFTER LEAN
LEAN
MEDICAL RECORDS EXAMPLE FROM SESSION I
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13. Setup Time
Reduction
Time it takes to get “Good Product” may
Patient Value Add =
from one “good be rooming patients
Minimum time to
or scheduling
product” to the next attain “good
procedures or
“good product” product”
performing a test
What action can be
taken to lessen the Can we shift work to Are we performing
time taken during be more efficient double work
the set-up?
How can we lessen
the time patients are
waiting?
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14. Demand Smoothing
Changing Scheduling to
Balance Resources
Do we have panels that
Smooth out the
are not particularly
at/beyond by
busy (trend) while
shifting demand to
others are at or beyond
less busy time(s)
capacity?
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15. 5S
Sort: 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
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16. STANDARDIZED OPERATIONS
NOT ROBOTIC! NOT INFLEXIBLE!
STREAMLINE EVERYDAY PROCESSES
Support employees’ abilities Increase patient and staff
to perform the job efficiently satisfaction while managing
and with patient excellence organizational change
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17. SOLVING PROBLEMS
ASK
GO AND RESPECT
WHY 5
SEE! PEOPLE
TIMES
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18. NO STATUS QUO
Challenge the waste! No
more “this is how we have
always done it”.
FIND THE PATIENT VALUE
ADD!
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20. READING MATERIALS
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21. CERTIFICATION
BELMONT UNIVERSITY
UNIVERSITY OF MICHIGAN
PURDUE UNIVERSITY