Educational presentation for medical laboratory technologists on how to create a lean culture in their workplace to improve the healthcare service by minimizing waste and enhancing work effeciency. An example in this presentation is about minimizing patient's wait time in the laboratory reception area.
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
What is quality?
Importance of a quality management system in the laboratory
Quality system essential elements
The history of development of quality principles
Discuss relationship of this quality model to ISO and CLSI standards
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
What is quality?
Importance of a quality management system in the laboratory
Quality system essential elements
The history of development of quality principles
Discuss relationship of this quality model to ISO and CLSI standards
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
In today’s economy, most companies are unable to pay less for what they buy, and unable to charge more for what they sell. So how is a company able to impact the bottom line? One good way is by transitioning to Lean Distribution operations.
Lean distribution is based on the same philosophy and concepts that came out of the Lean manufacturing wave, so popular with companies, as a way to optimize production operations.
This webinar will cover:
•What “Lean” means in distribution operations
•The benefits of Lean distribution
•The process for transitioning to a Lean distribution operation
•How Lean can impact various activities in the distribution center
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
In today’s economy, most companies are unable to pay less for what they buy, and unable to charge more for what they sell. So how is a company able to impact the bottom line? One good way is by transitioning to Lean Distribution operations.
Lean distribution is based on the same philosophy and concepts that came out of the Lean manufacturing wave, so popular with companies, as a way to optimize production operations.
This webinar will cover:
•What “Lean” means in distribution operations
•The benefits of Lean distribution
•The process for transitioning to a Lean distribution operation
•How Lean can impact various activities in the distribution center
Comment réduire les délais d'examen des dossiers agricoles ? C'est la résolution de problème que Pierre-Alain Morel, responsable de l'agence BCA Expertise de St Omer a présenté au Lean Tour Bruxelles. Jean-Yves Bedu, directeur de la qualité et de l'organisation a complété la présentation en expliquant comment l'on fait du Lean au sein de l'entreprise depuis 2011.
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...LeanCor Supply Chain Group
An effective continuous improvement program in the warehouse can lead to higher productivity, lower costs, decreased turnover rates, and more.
In this 1-hour webinar of the LeanCor Consulting series, learn how one distribution company followed a road map to deploy a customized approach that empowered all levels of the organization.
The Road Map:
Phase 1: Identifying Efficiency Gaps
Phase 2: Leadership Alignment on Purpose and Principles
Phase 3: Associate Level Engagement and Project Execution
Phase 4: Results and Reflection – Reaping the Benefits
Lean Startup Basics - Evidence Based EntrepreneurshipKelly Schwedland
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Introduction to Lean Principles
Planning of your work processes to improve flow
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Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
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QMS is essential to run a good laboratory, but the various requirements pose a big challenge. Once you understand the reason for these requirements compliance may be easier.
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You will learn how to stabilize, standardize, and simplify any set of processes using the power of the Toyota Production System. The presentation will cover: the importance of leadership and team-building to implementing change effectively; defining real value; the categories of waste and how to recognize them; defining work flow to uncover waste; standardizing work; and implementing continuous improvement. You will learn about the major lean techniques and tools such as: 5S, Kaizen events, Standard Work, just-in-time, Value Stream Mapping, and waste audits. You will also learn how to use these methods in concert to "lean up" organizational and cross-functional processes.
By the end of this presentation, you will be able to recognize whether the application of these methods could be of benefit to your organization. Challenge yourself to take a fresh look at how you are doing your work.
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Presented at the 2015 Congress on Healthcare Leadership for the American College of Healthcare Executives, this presentation introduces Lean and Six Sigma concepts, a case study on their implementation, the impact of company culture on successful implementation of Lean and Six Sigma and analysis of results.
Effective communication skills presentation 1 amcWafa AlAhmed
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Educational presentation for medical laboratory technologists on safety handling for minor and major body fluid spills. In addition to a workshop to practice step by step the handling for biohazard spills.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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Digital Tools and AI for Teaching Learning and Research
Lean presentation amc
1. Arab Medical Center
Lean Thinking
by: Wafa AlAhmed
BSc, PgD, MLS(ASCP)cm
Senior Quality Assurance Officer
Arab Medical Center-Jordan
walahmad@amc-hospital.com
1
2. Definition
Lean is the culture of creating value & eliminating ‘waste’
• Improve quality
• Enhance safety
• Improve productivity
• Improve efficiency
• Reduce cost
2
3. Lean Thinking
• Lean thinking was derived from
Toyota organization in 1950
• Healthcare sector adopted lean in 2000
to improve the quality of its services
3
6. 2nd Lean Principles
• Identify the value stream
and eliminate waste
• Value Stream: A set of activities necessary to
bring a service to the customer
6
7. Value Stream Mapping
Phlebotomy Work Flow for Out Patients
7
Enter
Patient Data
in LIs
Payment Phlebotomy
Patient
Info
Payment
Type
Get
Approval
from
Insurance
Dept
CASH
Insurance
9. Types of Waste
The elimination of waste is the main characteristic of Lean.
Waste is everything that doesn’t add value to the patient or process.
10. Defects
Information, products or services that are inaccurate
or incomplete.
• Repeated errors
• Customer dissatisfaction
• data entry errors
• Fixing paper work that is not
completely filled
10
11. Overproduction
11
Making more, earlier or faster.
• The most serious of all wastes
• Large batch sizes
If defects discovered in small batch production then the
economic loss is minimized
• Printing 20 copies of a report but only need 3
people to look at
12. Waiting
Involves waiting for man, machine,
materials or information.
• Excessive cycle time
• High amount of wait time vs.
work time
• Waiting for files or information
• Delays due to needing a signature
12
13. Not utilizing people’s experience, skills
knowledge, or creativity.
• Lack of empowerment
• Not utilizing employees’ brains
• Lack of suggestions
• “That’s not my job” attitude
• Lack of cross training
13
Non-Utilized Talent
14. Transport
Un-necessary movement of material around
an organization.
• Inefficient “Flow”
• Carrying large quantities in & out of storage
• Moving equipment or files
• Sending emails between departments
• Redundant movement
of materials
14
15. Inventory
Any supply (materials or goods) in excess of
appropriate quantity at the appropriate time.
• Purchasing excess inventory
• Long cycle times for certain parts
or supplies
• Risk of obsolescence (oldness)
“First come- First go”
15
16. Motion
Any movement that does not add value to the
product or service.
• Inefficient workplace organization
• Inefficient placement of frequently used supplies,
tools,….etc.
• Opening up multiple software applications
• How far does the paperwork travel?
• Where are critical resources located?
16
17. Extra-Processing
17
Any effort that does not add value to the
product or service
• Re-work loops or work-around
• Redundant process steps
• Multiple signature
• Extra fields requiring unused
information
• Un-necessary completion of templates,
forms, documents
Over-processing is often inserted into a process as a result of
dealing with defects, overproduction or excess inventory.
18. 3rd Lean Principles
• Make value flow at the pull of the customer
• Flow is the goal
18
19. 4th Lean Principles
19
Supply what is pulled by the
customer
• Buffer
Holding area between
two processes.
• Kanban
Visual signs
22. Patient Wait Time
• Definition
Wait time from the patients’ arrival to the laboratory reception
area and the time at which the blood collected.
• Problem
Patient waiting time in the reception area seem to be higher
between 10:30 AM – 12:00 PM.
• Consequences
-Excessive time spent away from work or personal activities.
-Patients might leave and seek care elsewhere.
22
23. Value Stream Mapping
Phlebotomy Work Flow for Out Patients
23
Enter
Patient Data
in LIs
Payment Phlebotomy
Patient
Info
Payment
Type
Get
Approval
from
Insurance
Dept
CASH
Insurance
Wait
Time
Wait
Time
25. How to minimize Patient Wait Time
• Insurance approval in the lab reception area
• Two med tech for registering the patients’ data,
answering phone calls, delivering patients’ results.
• Two phlebotomists dedicated only for blood
collection.
• Educate the patient by signs, posts, or through their
physicians to get the approval for lab tests before
visiting the lab.
25
26. Facts & Data Collection
Date 17/8/2015, Time 10:30 Am-1:00 Pm
Note: children were excluded
Patient No. Time In Time Out Wait Time (min)
1 10:30 10:50 20
2 11:00 11:20 20
3 11:00 11:15 15
4 11:05 11:20 15
5 11:10 11:32 22
6 11:15 11:53 38
7 11:30 11:55 25
8 11:30 12:00 30
9 11:40 12.05 25
10 12:10 12:25 15
11 12:12 12:30 18
12 12:40 12:50 20
13 12:45 12:53 8
14 12:50 1:00 10 26
27. Takt Time per 24 hours
on 16th august, 2015
27
Takt Time Calculator
Working Shifts per Day 3 Shifts
Hours per Shift 8 Hours
Break Time per Shift 5 Minutes
Lunch Time per Shift 30 Minutes
Planned Downtime per
Shift 10 Minutes
Customer Demand per
Day 135 Units
Available Time per Shift 480 Minutes
Net Working Time per
Shift 435 Minutes
Net Working Time per
Shift 26,100 Seconds
Net Available Time per
Day 78,300 Seconds
Takt Time = 580 Seconds per Piece
Takt Time = 9.7 Minutes per Piece
Definition
Takt time is the time required to deliver quality services (to produce
customer requirements)
28. Takt Time
For Shift A on 16th August, 2015
28
Takt Time Calculator
Working Shifts per Day 1 Shifts
Hours per Shift 8 Hours
Break Time per Shift 5 Minutes
Lunch Time per Shift 30 Minutes
Planned Downtime per
Shift 10 Minutes
Customer Demand per
Day 80 Units
Available Time per Shift 480 Minutes
Net Working Time per
Shift 435 Minutes
Net Working Time per
Shift 26,100 Seconds
Net Available Time per
Day 26,100 Seconds
Takt Time = 326 Seconds per Piece
Takt Time = 5.4 Minutes per Piece
29. Plan, Do, Check, Adjust (PDCA)
Sometimes known as PDSA (Plan, Do, Study, Act) cycle
• (PDCA) cycle provides a means of conducting safe
experimentation or a number of trials to see the effect of any
changes made in a bid to make improvement
30. Plan, Do, Check, Adjust (PDCA) Cycle
P - Plan: The trial is the most important part of the
process.
• What you are planning to trial?
• What are your objectives?
• Who is needed to be involved/informed?
• How are you going to do it?
• How long will the trial run?
• How are you going to measure improvement?
• What is your communication plan?
D - Do: Carry out the trial
• Test the change and collect the data.
C - Check: Study the results
• Analyze the data you collected in the ‘plan’ and ‘do’
phase
• Discuss outcomes with colleagues?
• What went well?
• What went wrong?
• Did anything unexpected happen?
• Could the process be improved?
• If the trial didn’t go to plan, what was the root cause?
A - Adjust: Act on the results
• If the trial did not improve the process, could you treat
the root cause in your next PDCA cycle?
• If the change was a measurable success, adopt and
spread the improvement in your PDCA cycle.
31. Using 5S to improve safety
5S is the basis for standardizing work to
make the processes and environment safe.
It is used to improve efficiency by
eliminating waste, promoting flow,
improving staff morale and most
importantly improving safety.
33. Why Standardized work is important?
• Employee involvement and empowerment,
• Consistency (reduction of variation) among staff
members performing the work,
• Improved productivity without added stress,
• Improved, consistent quality,
• Reduction or elimination of errors and mistakes (causes
of defects),
• Work process stability,
• Increased employee safety,
• Improved cost management as wastes are removed,
• Availability of a great tool for staff training,
• Visual management--managers and supervisors can
see when processes are not operating normally.
33
34. Medical Technologist Task
• To implement lean in each department.
• Each medical technologist need to do a change in his/her
department that will improve AMC services.
• It is recommended to discuss the idea of change by
27/8/2015 with the laboratory Director Mrs Randa Al-Ahmad &
the senior QA officer Mrs Wafa Al-Ahmed & QA & Safety
officer & Aphaeresis specialist Mrs Tasneem Al-Nsour for
approval.
• You have two weeks time to perform a trial for your idea
starting from 29/8/2015 to 12/9/2015.
• Measure the effect of the change you made.
• Then demonstrate your work to your colleagues.
34
35.
36. References
• Improvement, N. H. S. Bringing lean to life. Leicester,
UK: NHS Improvement. 2010.
• https://leansixsigmahealthcare.wordpress.com/201
5/06/24/using-lean-six-sigma-analytics-to-improve-
patient-wait-times/
• http://www.6ixconsulting.co.uk/IGLC-Application-
of-Batch-size-reduction-in-construction.pdf
36