Lean Hospitals<br />Improving Quality, Patient Safety and Employee Satisfaction<br />
Challenges Hospitals Face<br />Increasing Cost of Providing Care<br />Decreasing Reimbursements<br />Quality & Patient Saf...
Examples of Lean $$ Results<br />ThedaCare (WI)<br />$27M savings over 4 years<br />Doubled operating margin<br />Park Nic...
Quality & Cost<br />“Lean is a quality initiative, it isn’t a cost-cutting initiative. But the end result is, if you impro...
5<br />“Equally important pillars”<br />
Waste in Primary Care<br />670 ft for single procedure prep<br />(pre-Lean walking pattern)<br />MDs, PA, RNs:<br />Poor o...
Simple, Team-Based Solutions<br />Restocking Checklist<br /><ul><li>Created standardized cart
Along with standardized rooms, eliminated the need to leave the room during patient encounters</li></li></ul><li>Types of ...
With today’s technology, why do our processes wait on interoffice envelopes, push carts, and committee meetings?<br />Iden...
The Toyota Way – Technology<br />Principle #8 (of 14):<br />Use only reliable, thoroughly tested technology that serves yo...
The Information Manager’s Role In A Lean Hospital<br />Manage Information Effectively & Efficiently<br />Provide Broad Val...
How IT Can Support a Lean Hospital<br />Get End Users Involved in System Selection, Design & Implementation<br />Synchroni...
Q&A<br />Contact info:<br />mark@constancy.us<br />www.leanblog.org<br />www.healthcarevalueleaders.org<br />13<br />
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Mark Graban Slides - HIMSS and FormFast

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Mark Graban's slides presented at the FormFast booth, HIMSS conference 2011.

Published in: Business

Mark Graban Slides - HIMSS and FormFast

  1. Lean Hospitals<br />Improving Quality, Patient Safety and Employee Satisfaction<br />
  2. Challenges Hospitals Face<br />Increasing Cost of Providing Care<br />Decreasing Reimbursements<br />Quality & Patient Safety Problems<br />Increasing Patient Populations<br />Staffing Shortages<br />Increasingly Complex Information Systems<br />Decreasing IT Staff & Budgets<br />
  3. Examples of Lean $$ Results<br />ThedaCare (WI)<br />$27M savings over 4 years<br />Doubled operating margin<br />Park Nicollet (MN)<br />$7.5M savings in 2004<br />Florida Health System<br />$11M building cost avoidance<br />Dr. Sami Bahri, D.D.S.<br />Increased volume & prod.<br />Paid off office mortage<br />New York H&HC<br />$5M savings from JIT<br />$4M savings from rationalizing O.R. supplies<br />Delnor Hospital (IL)<br />Defer $80 capital expansion<br />Denver Health<br />Increased revenue $520k at one clinic<br />Total savings $29M<br />$2.3M revenue boost<br />
  4. Quality & Cost<br />“Lean is a quality initiative, it isn’t a cost-cutting initiative. But the end result is, if you improve your quality, costs will go down.”<br />Bill Douglas, CFO of Riverside Medical Center (IL)<br />Allegheny Medical Center:<br />Reduced central line infections by 95%<br />Hospital lost $26,839 per case (~16 cases/yr) = ~$500k/year<br />Beth Israel Deaconess Medical Center:<br />Avoided 300 V.A.P. cases in one year<br />$12M cost savings<br />
  5. 5<br />“Equally important pillars”<br />
  6. Waste in Primary Care<br />670 ft for single procedure prep<br />(pre-Lean walking pattern)<br />MDs, PA, RNs:<br />Poor organization<br />Supplies in inconvenient locations<br />Missing information<br />The system causes this<br />Exam<br />Procedure<br />Lab<br />
  7. Simple, Team-Based Solutions<br />Restocking Checklist<br /><ul><li>Created standardized cart
  8. Along with standardized rooms, eliminated the need to leave the room during patient encounters</li></li></ul><li>Types of Information Waste In Hospitals<br />8<br />
  9. With today’s technology, why do our processes wait on interoffice envelopes, push carts, and committee meetings?<br />Identify Your Waste<br />9<br />
  10. The Toyota Way – Technology<br />Principle #8 (of 14):<br />Use only reliable, thoroughly tested technology that serves your people and processes<br />10<br />
  11. The Information Manager’s Role In A Lean Hospital<br />Manage Information Effectively & Efficiently<br />Provide Broad Value Stream Solutions<br />Eliminate Waste, Including Redundant Information Collection<br />Reduce Potential For Human Error<br />Provide Automation Solutions<br />Supporting Processes, Workflow, and Patient Flow<br />Allowing Skilled Workers To Focus On Their Core Competencies Rather Than Simple Tasks<br />Leverage IT Tools Wisely<br />
  12. How IT Can Support a Lean Hospital<br />Get End Users Involved in System Selection, Design & Implementation<br />Synchronize Workflow & Software<br />Don’t Just Automate the Waste<br />Participate in “Kaizen Events” as Team Member<br />
  13. Q&A<br />Contact info:<br />mark@constancy.us<br />www.leanblog.org<br />www.healthcarevalueleaders.org<br />13<br />

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