Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
Discover more about how the West of England AHSN is putting innovation at the heart of healthcare, improving patient outcomes and generating wealth for economic growth.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Delivering high value healthcare through lean hospitalsglobalsevensteps
The demand for quality healthcare has never been so important with the recent episode of world wide challenges faced by the human race.
However, most hospitals are far from being humane and still working with outdated models. Demand and supply issues are widening the gap in providing quality healthcare.
Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
Discover more about how the West of England AHSN is putting innovation at the heart of healthcare, improving patient outcomes and generating wealth for economic growth.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Delivering high value healthcare through lean hospitalsglobalsevensteps
The demand for quality healthcare has never been so important with the recent episode of world wide challenges faced by the human race.
However, most hospitals are far from being humane and still working with outdated models. Demand and supply issues are widening the gap in providing quality healthcare.
Lean, Six Sigma and Innovation: Natural CompanionsIan R. Lazarus
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.
NHS Improving Quality held a webinar about basic service improvement tools and techniques for strategic clinical network and mental health teams with little or no service improvement experience. The aim was to raise awareness and gauge future training needs.
Check out this introduction to Lean processes in a health care setting—touching on 5 keys to Lean success. This presentation is from a recent AORN webinar, which is available for replay at http://bit.ly/188O2uQ. Get complete Lean instruction and tools for implementation during a workshop in Denver, CO; more information on these August and September events available at http://bit.ly/14B9gLu.
An introduction to Lean within veterinary practice presented to Joint Venture Partners of the Vets4Pets group. Apologies for formatting errors during file conversion.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Following this session, participants will be able to: • describe the critical need to partner with physicians in advancing patient safety culture • understand the benefits of shared leadership and accountability • discuss enablers and barriers to physician participation in safety improvement initiatives
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
1. 1 Lean Enterprise Academy www.leanuk.org
Lean Thinking for the NHS
Daniel T Jones
Chairman
Lean Enterprise Academy
Lean Healthcare Network
2. 2 Lean Enterprise Academy www.leanuk.org
The Challenge
• The changing context is driving the search for
new business models for delivering healthcare
• The existing model where doctors effectively
manage their own patients in someone else’s
general hospital and the government picks up the
bills is no longer sustainable
• We know the problem can’t be fixed by spending
more, increasing capacity or changing structures
• So how can we deliver better quality outcomes
and experiences for patients, as well as better
working experiences for staff, with fewer
resources?
• A truly sustainable win-win-win
3. 3 Lean Enterprise Academy www.leanuk.org
The Lean Example
• The most powerful example today is Toyota: -
• Their cars have the fewest defects – yet they
take the least hours to make
• Their parts supply chain has the highest
availability - with one tenth of the inventories
• They have the fastest time to market for new
products – and lead in hybrid engine cars
• They are growing across the world – and will
shortly overtake General Motors to be No 1
• Their lean business model is now being followed
by others - Tesco, GE, Rolls Royce, Fujitsu etc.
• And by the pharmaceutical giants – whose supply
chains are at least as broken as healthcare!
4. 4 Lean Enterprise Academy www.leanuk.org
Toyota’s Lean Strategy
“Brilliant process management is our
strategy.
We get brilliant results from average
people managing brilliant processes.
We observe that our competitors often get
average (or worse) results from brilliant
people managing broken processes.”
Underpinned with a management system
that develops every employee into a
problem solver
5. 5 Lean Enterprise Academy www.leanuk.org
What Did Toyota Do?
• And what can we learn from them in healthcare?
• They basically transformed the way work is done
and the way people work together
• There are three levels to this transformation: -
• Improving the way each activity is performed
and the work of departments like pathology,
radiology etc. – Point Kaizen
• Redesigning complete patient journeys from
beginning to end – Value Stream Kaizen
• Rethinking the way organisations manage
these journeys and synchronise the necessary
support activities – System Kaizen
6. 6 Lean Enterprise Academy www.leanuk.org
Point Kaizen
• Engage staff to: -
• Redesign work to eliminate unnecessary steps
• Create standard layouts with everything there
• Make the work, progress and problems visible
• Remove ambiguities and errors etc.
• Engage teams to redesign the flow of work
through a department like pathology or pharmacy:
• To simplify the steps, eliminate delays, level
the workload, reduce errors, save staff time etc.
• Staff need support for this problem solving and
these islands of flow need to be linked
7. 7 Lean Enterprise Academy www.leanuk.org
For the Patient - 6 Trips, 100 minutes of Value, 610 minutes Time, over 31 weeks
For Healthcare – 100 minutes of Value, 330 minutes Time, over 31 weeks
Secre-
tary
Pre Op
Assess
Test
Follow
Up Appt.
Follow
Up
Test
To Come
List
Ops.
List
Admi-
ssion
Proce-
dure
Disc-
harge
Test
5th
Visit
Book-
ing
Outp.
List
Refer Outpat.
Appt.
Test
Wait
Hospital
Test
GP
Visit
GP
VisitGP
8. 8 Lean Enterprise Academy www.leanuk.org
Is Healthcare so Different?
• “There are no standard patients” – yet they
basically follow a few routes through the hospital
• Group the value streams not by department but
by length of stay and the facilities they need
• “But demand is quite unpredictable” – actually it
is quite predictable in A&E
• Batching, queuing and rescheduling causes the
volatility in elective work – try open access
• “But every patient is different” – actually 6% of
procedures account for 50% of the work load
• Start by creating a flow for these green patients
and free up more time for the red patients
9. 9 Lean Enterprise Academy www.leanuk.org
Admission Diagnosis Treatment Discharge
Support processes:
Pathology, Radiology, Pharmacy, CSSD, Laundry etc
Pull at work: every step pulls patients, materials and information towards it,
one at a time, as and when needed
10. 10 Lean Enterprise Academy www.leanuk.org
System Kaizen
• Lean thinkers see a hospital as a collection of
value streams, not of departments
• Many support activities need to be synchronised
to enable these value streams to flow
• And cooperation is vital because most value
streams cross several organisations
• Moving activities into primary care may be right –
but not if we just replicate broken processes –
and make existing hospitals unviable
• Redesigning diagnostic and treatment processes
with their support processes opens up new
models for service delivery – with right-sized tools
11. 11 Lean Enterprise Academy www.leanuk.org
Lean and Process Thinking
• Lean builds on the process work done in the NHS –
and brings together strands of process thinking: -
• Total Quality and Six Sigma is about measuring
the root causes of variance
• Total Productive Maintenance is about improving
equipment availability
• Theory of Constraints is about managing
bottlenecks - until we can get rid of them
• Lean unites them in a set of principles for process
redesign and a management system for sustaining
and improving them
• With Toyota as the powerful reference model
12. 12 Lean Enterprise Academy www.leanuk.org
Lean Principles
• Specify value from the standpoint of the patient
and the organisation
• Identify the value stream to diagnose and treat the
patient and remove wasted steps
• Enable the patient to flow smoothly and quickly
through every step
• Match capacity with demand so work is done in
line with the pull of the patient
• While pursuing perfection through continuous
improvement of the value stream
Purpose, then Processes and then People
13. 13 Lean Enterprise Academy www.leanuk.org
The Results
• The initial gains are a dramatic improvement in
quality – mortality, errors, patient satisfaction
• Then better staff morale as things get done right
first time on time – and budgets are met!
• Which leads to increased throughput with the
same resources – and better utilisation of theatres
• Accelerating momentum as staff have time for
problem solving and continuous improvement
• But because it depends on the willing cooperation
of all staff this can not be a quick fix
• On the other hand it will undoubtedly separate the
sheep from the goats in this industry too
14. 14 Lean Enterprise Academy www.leanuk.org
The Win-Win-Win
• Is actually possible!
• The theory and principles are tried and tested –
with many examples in many industries
• The objectives of the Lean Healthcare Network are
to help to create examples in all aspects of
healthcare – to translate lean into healthcare
language - and to tell the stories to inspire others
• The job of the Lean Enterprise Academy is to
write up the methods so others can follow them
• This all depends on people being willing to rise to
this challenge – and convince their colleagues
• Will you be one of those pioneers?
15. 15 Lean Enterprise Academy www.leanuk.org
Lean Thinking for the NHS
Daniel T Jones
Chairman
Lean Enterprise Academy
Lean Healthcare Network