Why Lean is Not Mean in Healthcare

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Slides that I used back in 2007 to explain Lean to healthcare leaders, as part of broader presentations

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  • Excellent, to-the-point assessment of the true benefits of LEAN in all industries, but particularly in Healthcare because of the benefits to Care Management and Quality/Safety outcomes. But it is truly eliminating waste, which every employee should understand should mean freed up dollars that can fund merit increases and hiring of critical positions.
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Why Lean is Not Mean in Healthcare

  1. Lean is Not Mean in Healthcare Mark Graban (From 2007)
  2. Why LEAN Works in Healthcare • LEAN is not a list of things to do that applies only to factories • LEAN is a philosophy of management that applies to any system • LEAN rallies people around goals we can all agree on: – Patients and Employees © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  3. Why is LEAN sometimes seen as MEAN? © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  4. Reason 1: Focus on Cutting Heads • MEAN: Announcing staff cuts to fit budget numbers, then making everyone figure out how to get by with fewer people • MEAN: Having lean success and then laying off people from that area © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  5. Reason 2: Not Helping Employees • MEAN: Mandating an isolated lean tool because management thinks it will help – “We’re doing 5S, so you need to put tape around everything” • MEAN: Not understanding that lean is more than just a tool or tools © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  6. Reason 3: It’s You, Not Us • MEAN: Pointing the finger at everyone else: – Employees, suppliers, partners, customers – “We’re OK, but YOU need to get lean” © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  7. Reason 4: Mandating Lean • MEAN: Telling employees they need to use some lean tools without explaining: – Why the tools will help – How lean tools fit into an overall lean approach – How using the tools will help employees and patients – How lean fits into the long-term vision © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  8. LEAN: Mean or Not • You can be “mean” and drive out waste today • “Real Lean” is not mean – Much more sustainable in the long term © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  9. LEAN: Mean or Not • MEAN – Telling/ordering people to do lean so they resent it – Lean methods add an additional “burden” to employees • NOT MEAN – Explaining why lean benefits them so they want to do it – Lean methods reduce waste and free up employee time © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  10. Reasons Why LEAN is Not Really MEAN
  11. LEAN is Good For the Patient • Improvements in Clinical Quality – Fewer mistakes and errors – More time with providers • Reduced Waiting Time – Fewer delays, less waiting – Lean values patient time almost as much as MD time © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  12. LEAN is Good For the Employees • Reduced waste • Reduced walking • Reduced frustration • Solving the “everyday problems” • More time available for value-added work – Patient care – Lab testing working © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com
  13. LEAN is Good For the Organization • LEAN is about: – Building a strong organization in the long term – Reducing costs through eliminating waste – Driving revenue growth through • Improved quality (clinical and patient satisfaction) • Increased capacity without huge investment – Attracting and keeping great employees © Mark Graban & Constancy, Inc. 2007- 2014 www.MarkGraban.com

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