Premier's Introduction To Lean Concepts


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A basic introduction to Lean concepts in healthcare, presented by Premier Inc.

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Premier's Introduction To Lean Concepts

  1. 1. Introduction to Lean Concepts<br />Material in this presentation can be used only with permission of Premier, Inc - Healthcare Informatics<br />Contact:<br />PE250<br />
  2. 2. Course Objectives<br />By completing this course, you will be able to:<br /><ul><li>Understand the historical context of Lean and Lean Thinking
  3. 3. Describe Lean concepts
  4. 4. Understand how lean thinking can change an organization’s culture
  5. 5. Distinguish between Value-Added vs. Non-Value Added activities and processes
  6. 6. Identify the 8 common wastes of Lean in office and service industries</li></li></ul><li>A systematic approach to the identification and elimination of waste and non-value added activities through continual improvement in process related services.<br />Lean Thinking<br />Lean Thinking<br />
  7. 7. Precursors to Lean Thinking<br />Eli Whitney: standardized interchangeable parts<br />Henry Ford: workflow and standardized work<br />What happened between processes<br />How multiple processes were arranged within the factory<br />How the chain of processes functioned as a system<br />How each worker went about a task<br />Toyota Production System<br />Concepts of the Ford model, plus<br />Employee centric<br />Flexible manufacturing concepts<br />Influenced by Deming and his 14 Points (attached)<br />World Class Manufacturing, Just-in-Time Manufacturing, Continuous Flow Manufacturing<br />Globalization of the Toyota Production System<br />
  8. 8. History of Lean<br />Term “Lean” popularized by James Womack in 1990<br /> Lean often refers to the set of tools that assist in the identification and elimination of waste.<br /><ul><li>Lean principles are derived primarily from the Toyota Production System
  9. 9. Healthcare providers are slowly beginning to embrace the Lean Thinking culture</li></li></ul><li>Lean Thinking Approach<br />Creating or improving processes/systems throughout the organization that<br />Are highly responsive and flexible to patient/customer demand<br />Provide high quality, at the right location, at the right time<br />Operate in a cost effective and profitable manner<br />Use a minimum of resources, equipment, facilities, and time<br />
  10. 10. Lean Culture<br />The culture of “Lean Thinking”:<br />There is always a better way<br />Change becomes normal<br />New ideas are understood, accepted, and lived at the highest levels within the organization<br />Lean is not a program, it’s a way of life<br />
  11. 11. The 4P Model<br />Lean Thinking is based on the 4P Model:<br />Philosophy<br />People<br />Process<br />Problem Solving<br />
  12. 12. Implementing Lean<br />Cautionary points regarding Lean implementation:<br />Its not just a set of tools, it’s a cultural change that requires strategy<br />Changing the culture to Lean thinking is not easy<br />Applied to the entire business enterprise, not just the “floor”<br />It doesn’t happen overnight<br />Continual CHANGE is a key element of the culture shift<br />Education part of the everyday routine<br />Will to learn and share knowledge<br />Authority and accountability is based on the mutual respect<br />
  13. 13. Implementing Lean: Change Management Tips <br />Change Management Tips1<br />Prepare and motivate staff for the implementation<br />Involve employees<br />Identify and empower champions<br />Create an atmosphere of experimentation<br />Utilize realistic performance measures and reward systems<br />Implement in pilot prior to organization rollout<br />1. Neo Tiong Wee, Kaizen Consulting Group <br />
  14. 14. Principles of Lean<br />Lean Thinking focuses these principles when evaluating process<br />Principle<br />Definition<br />Specify value<br />All processes serve the customer; know what <br />they want and what they are willing to pay<br />Identify the value stream<br />View process from beginning to end, focusing <br />on v<br />versus <br />work<br />alue added<br />non<br />-<br />value added<br />Create flow<br />Process one unit at a time with no stoppages <br />or interruptions<br />Develop pull system<br />Consumption<br />of resources triggers <br />replenishment of resources<br />Seek<br />perfection<br />Reducing waste in the entire value stream <br />creates a highly competitive organization<br />
  15. 15. The Three “M’s”<br />Three critical concepts that are the target of elimination in a Lean organization:<br />Muri – Overburdening people or equipment<br />Mura – Unevenness of flow<br />Muda – Non-value added “waste” in a process<br />
  16. 16. Waste Elimination<br />The 7 Common Wastes in Lean Thinking1<br />Defects<br />Overproduction<br />Transportation<br />Waiting<br />Inventory<br />Motion<br />Processing<br />1. Descriptions on the following slides taken from “The Toyota Gal” Blog (Tracey Richardson)<br />
  17. 17. Waste Elimination<br />The 8 Common Wastes for Premier Lean Thinking<br />Defects<br />Overproduction<br />Confusion<br />Waiting<br />Inventory<br />Motion<br />Processing<br />Underutilization of Staff<br />1. Descriptions on the following slides taken from “The Toyota Gal” Blog (Tracey Richardson)<br />
  18. 18. Waste 1: Defects<br />Work that contains errors, rework, mistakes or lacks something necessary<br />Examples<br />Medication errors<br />Wrong patient ID<br />Wrong procedure<br />Missing admission information<br />Poor clinical outcomes<br />Retesting<br />Records/reports misfiled<br />Use Premier tools!<br />
  19. 19. Waste 2: Overproduction<br />Producing more than the Customer/Patient needs right now<br />Examples<br />Redundant medical record creation<br />Prepping for procedures not yet scheduled<br />Lab results printing at multiple locations (duplication)<br />
  20. 20. Waste 3: Confusion<br />Confusion occurs when staff aren’t comfortable with the best way to perform their jobs<br />Examples<br />Unclear MD orders<br />Unclear role expectations between RN and Nurse Assistants<br />Unclear billing procedures<br />
  21. 21. Waste 4: Waiting <br />Idle time created when material, information, people, or equipment is not ready<br />Examples<br />Waiting for…<br />Bed assignments, supplies, records<br />Admission to ED<br />Testing, treatment, or discharge<br />Patient lab test results<br />Use Premier tools!<br />
  22. 22. Waste 5: Inventory<br />More materials, parts, or products on hand than the patient/customer needs right now<br />Examples<br />Excessive supplies, linens, etc.<br />Paperwork in process<br />Wrong quantities of required items on hand<br />
  23. 23. Waste 6: Motion<br />Movement of people, product, supplies that does not add value<br />Examples<br />Searching for required equipment, meds, charts<br />Gathering supplies<br />Transporting samples, specimens<br />Moving patients room to room<br />Transporting patients for testing, treatment<br />
  24. 24. Waste 7: Processing<br />Unnecessary processing or procedures<br />Examples<br />Excessive treatment/labs<br />Unnecessary or inefficient scheduling steps<br />Excessive or redundant paperwork for patient & hospital staff<br />Use Premier tools!<br />
  25. 25. Waste 8: Underutilization of Staff<br />Underutilization of Staff is the misuse of skill sets<br />Examples<br />Registered Nurse picking up medications from Pharmacy<br />CFO completing journal entries for end of month close<br />Nursing Director stocking forms in unit<br />Use Premier tools!<br />
  26. 26. Tools to Eliminate Waste<br />Lean methodologies target elimination of all forms of waste using many types of tools:<br /><ul><li>Kaizen Events
  27. 27. Visual Controls
  28. 28. 5S
  29. 29. Value Stream Mapping
  30. 30. Process Mapping
  31. 31. Spaghetti Diagrams
  32. 32. Turn Around Time Reduction
  33. 33. Maintenance and Reliability
  34. 34. Pull Systems
  35. 35. Standardized Work
  36. 36. Poke-Yoke (Mistake Proofing)
  37. 37. A3 Problem Solving
  38. 38. FMEA (Failure Mode Effect Analysis)</li>