This document discusses key learnings about Lean and its evolution. It covers:
- Lean principles like eliminating waste, creating flow, pulling work, and standardizing processes.
- How Agile software development paralleled Lean's path by moving from batched to continuous work and emphasizing frequent feedback.
- The importance of management involvement and showing leaders how better processes lead to better business results.
- Sustaining improvements requires frontline workers to learn and practice Lean daily with coaching and problem-solving skills.
- Lean aims to continuously improve processes through incremental changes to reduce costs and waste while increasing quality, throughput, and customer responsiveness over time.
Kate Hobson introduces how implementing some Lean principles in a small radiology department led to significant improvements. By process mapping and using the Glenday sieve to identify high-volume ("green") procedures, the department was able to streamline workflows to reduce wait times. Simple changes like standardizing dating scans to 5-minute slots and having sonographers see clinic appointments freed up capacity. Clearings the backlog and actively managing schedules further reduced waits. While change management was difficult, Lean principles can cure inefficiencies in radiology and beyond.
The document summarizes the outcomes of a Lean Green Stream workshop held at Clatterbridge Hospital to improve efficiency in surgery. Key findings included:
1) Identifying "green stream" procedures like cystoscopy and hernia repairs that account for 52% of workload and standardizing rules to improve their flow, like fixed scheduling and no cancellations.
2) Reducing patient "touches" or handoffs for green stream cases from 26 to 13 through steps like combining pre-op assessments and tests.
3) Cutting time patients spend in the day case unit for green stream cases by 66-75% by reducing handoffs from 34 to 8-11 through measures like staggered ward rounds.
4
The document discusses using lean principles and value stream mapping to improve operating theatre utilization and patient flow at a hospital. It describes identifying high-volume procedures, standardizing equipment and scheduling for these "green stream" cases, and coordinating staff to allow continuous workflow. As a result, day unit throughput increased 33%, inpatient beds were reduced, and staff communicated better with fewer delays. Lessons included needing committed teams and measuring utilization continuously.
This document discusses key learnings about Lean and its evolution. It covers:
- Lean principles like eliminating waste, creating flow, pulling work, and standardizing processes.
- How Agile software development paralleled Lean's path by moving from batched to continuous work and emphasizing frequent feedback.
- The importance of management involvement and showing leaders how better processes lead to better business results.
- Sustaining improvements requires frontline workers to learn and practice Lean daily with coaching and problem-solving skills.
- Lean aims to continuously improve processes through incremental changes to reduce costs and waste while increasing quality, throughput, and customer responsiveness over time.
Kate Hobson introduces how implementing some Lean principles in a small radiology department led to significant improvements. By process mapping and using the Glenday sieve to identify high-volume ("green") procedures, the department was able to streamline workflows to reduce wait times. Simple changes like standardizing dating scans to 5-minute slots and having sonographers see clinic appointments freed up capacity. Clearings the backlog and actively managing schedules further reduced waits. While change management was difficult, Lean principles can cure inefficiencies in radiology and beyond.
The document summarizes the outcomes of a Lean Green Stream workshop held at Clatterbridge Hospital to improve efficiency in surgery. Key findings included:
1) Identifying "green stream" procedures like cystoscopy and hernia repairs that account for 52% of workload and standardizing rules to improve their flow, like fixed scheduling and no cancellations.
2) Reducing patient "touches" or handoffs for green stream cases from 26 to 13 through steps like combining pre-op assessments and tests.
3) Cutting time patients spend in the day case unit for green stream cases by 66-75% by reducing handoffs from 34 to 8-11 through measures like staggered ward rounds.
4
The document discusses using lean principles and value stream mapping to improve operating theatre utilization and patient flow at a hospital. It describes identifying high-volume procedures, standardizing equipment and scheduling for these "green stream" cases, and coordinating staff to allow continuous workflow. As a result, day unit throughput increased 33%, inpatient beds were reduced, and staff communicated better with fewer delays. Lessons included needing committed teams and measuring utilization continuously.
Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
Dr chris roseavre seven day consultant present careNHS Improvement
This document discusses implementing 7 day consultant-delivered care in hospitals. It notes that mortality and illness severity tend to be higher for weekend admissions when there are fewer consultants. The benefits of consultant care include improved safety, outcomes, and efficient use of resources. Three proposed standards are outlined: daily consultant reviews, 7 day access to consultant-supervised tests and investigations if results could change patient care, and 7 day community support services. Implementing comprehensive 7 day care may require service redesign and additional resources. Next steps include assessing requirements and implications for each medical specialty. A large study is proposed to evaluate the impact of intensive specialist-led acute care.
This document provides a progress report on efforts to improve the quality of patient journeys through the Lean Green Stream at Clatterbridge Elective Surgery Centre. It describes the current state of hernia procedures, results from a rapid improvement workshop including reduced touches in pre-op assessment and the day case unit, increased throughput in theaters, and positive patient and staff satisfaction surveys. Next steps include reconfiguring ward space and maintaining momentum with bi-weekly staff meetings.
Mark Graban Mass. Lean Healthcare GroupMark Graban
The Massachusetts Hospital Lean Network is a collaboration between the Lean Enterprise Institute (LEI) and healthcare organizations to improve quality, safety, and staff engagement using lean principles. The network shares best practices around staff involvement in continuous improvement, error prevention systems and processes, and the role of leadership in strategy deployment. Members meet to discuss their lean transformations and challenges. Data shows lean approaches can significantly reduce errors and infections while improving staff satisfaction.
This document discusses how Lean principles can be applied to improve laboratory processes and culture. It provides examples of Lean tools that can streamline workflows, such as value stream mapping, pull systems, and 5S layout. However, it emphasizes that a Lean transformation requires a balance of both technical "tools" and cultural aspects like developing employee problem-solving skills. An overemphasis on either tools or culture can lead to unsustainable results if the other aspect is neglected. The document advocates for involving staff in continuous improvement and establishing a culture of transparency, trust and zero defects.
Peter Gray and Dave Slater of Royal Bolton Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Vic Chance discusses how Cordis, a Johnson & Johnson company, implemented lean thinking to improve operations. They started by adopting Toyota's production system and focused on eliminating waste. This led to significant results, such as a 150% increase in production volume while reducing floor space, inventory, labor costs, and increasing quality. Lean thinking was then applied to other areas like new facility design, transactional processes, and new product development. Overall, lean provided major wins for Cordis by reducing costs and improving profitability.
Increase quality, decrease stress in a hospital - Pieter E. Buwalda & Gijs An...commonsenseLT
Pieter E. Buwalda, Manager Hospital Operations Programs, Nij Smellinghe Hospital in Drachten (The Netherlands) &
Gijs Andrea, Consultant, implementor, trainer at House of TOC, Education Implementation Management Consultancy (The Netherlands) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- How to improve the quality of healthcare services using managerial tools.
- How to improve the quality of care AND decrease the workload on nurses and doctors with the same amount of patients treated.
- How to decrease occupation of beds?
- How to decrease length of stay?
More information - http://pse.lt
This document describes ThedaCare, a community-owned healthcare system focused on achieving better value for customers. It provides an overview of ThedaCare's facilities and services. Key accomplishments highlighted include creating an internship program to develop leaders in continuous improvement, achieving significant reductions in defects and wait times through rapid improvement events, and establishing standard work practices. Challenges noted include managing change with professional staff by addressing fears of lost autonomy and building trust with data showing standard work improves outcomes.
The Lean Midland Forum aims to:
1) Create an environment where Lean solutions in the NHS are shared and implemented.
2) Engage in a debate about the strengths and weaknesses of Lean methods in the current NHS climate.
3) Provide networking opportunities for colleagues.
The agenda includes presentations on improving infection control through Lean and effective use of statistical process control in the NHS. A hot seat session is also scheduled for questions.
The document discusses lean principles and processes, with a focus on understanding value from the customer's perspective. It emphasizes removing waste, taking a bottom-up approach to identify value and waste, and allowing processes to flow with little command and control. The document also examines how to properly define and measure patient value in healthcare to improve patient experience and outcomes. It argues that current patient satisfaction measures are inadequate and that value should be explored from multiple stakeholder perspectives to guide sustainable service improvements.
The document outlines a plan to implement a new "Sponge ACCOUNTing" system to prevent retained surgical sponges. The key aspects of the new system include:
1) Standardizing sponge counting procedures and requiring counts in all cases, including vaginal deliveries.
2) Using plastic hanging sponge holders and clear plastic lined buckets to improve sponge visibility.
3) Requiring surgeons to perform a methodical wound examination before closing and verifying the sponge count with nurses.
4) Establishing set phases for taking initial, closing, and final sponge counts with communication between nurses and surgeons.
The goal is to move from relying solely on counting to physically accounting for
Designing the Future, Engineering Reality: Prototyping in the Emergency Depar...ServDes
This document summarizes a case study of using service prototyping to test solutions for overcrowding in an emergency department in Italy. Researchers conducted ethnographic research and workshops to understand key issues, then prototyped an open space ambulatory concept. They tested the prototype live over 5 weeks, making iterative adjustments based on observations and feedback. Testing indicated potential to reduce waiting times and lengths of stay while improving patient satisfaction. Researchers identified principles for effective live service prototyping, including gaining authentic feedback, ensuring consistency, and creating a valid testing environment.
Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
Dr chris roseavre seven day consultant present careNHS Improvement
This document discusses implementing 7 day consultant-delivered care in hospitals. It notes that mortality and illness severity tend to be higher for weekend admissions when there are fewer consultants. The benefits of consultant care include improved safety, outcomes, and efficient use of resources. Three proposed standards are outlined: daily consultant reviews, 7 day access to consultant-supervised tests and investigations if results could change patient care, and 7 day community support services. Implementing comprehensive 7 day care may require service redesign and additional resources. Next steps include assessing requirements and implications for each medical specialty. A large study is proposed to evaluate the impact of intensive specialist-led acute care.
This document provides a progress report on efforts to improve the quality of patient journeys through the Lean Green Stream at Clatterbridge Elective Surgery Centre. It describes the current state of hernia procedures, results from a rapid improvement workshop including reduced touches in pre-op assessment and the day case unit, increased throughput in theaters, and positive patient and staff satisfaction surveys. Next steps include reconfiguring ward space and maintaining momentum with bi-weekly staff meetings.
Mark Graban Mass. Lean Healthcare GroupMark Graban
The Massachusetts Hospital Lean Network is a collaboration between the Lean Enterprise Institute (LEI) and healthcare organizations to improve quality, safety, and staff engagement using lean principles. The network shares best practices around staff involvement in continuous improvement, error prevention systems and processes, and the role of leadership in strategy deployment. Members meet to discuss their lean transformations and challenges. Data shows lean approaches can significantly reduce errors and infections while improving staff satisfaction.
This document discusses how Lean principles can be applied to improve laboratory processes and culture. It provides examples of Lean tools that can streamline workflows, such as value stream mapping, pull systems, and 5S layout. However, it emphasizes that a Lean transformation requires a balance of both technical "tools" and cultural aspects like developing employee problem-solving skills. An overemphasis on either tools or culture can lead to unsustainable results if the other aspect is neglected. The document advocates for involving staff in continuous improvement and establishing a culture of transparency, trust and zero defects.
Peter Gray and Dave Slater of Royal Bolton Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Vic Chance discusses how Cordis, a Johnson & Johnson company, implemented lean thinking to improve operations. They started by adopting Toyota's production system and focused on eliminating waste. This led to significant results, such as a 150% increase in production volume while reducing floor space, inventory, labor costs, and increasing quality. Lean thinking was then applied to other areas like new facility design, transactional processes, and new product development. Overall, lean provided major wins for Cordis by reducing costs and improving profitability.
Increase quality, decrease stress in a hospital - Pieter E. Buwalda & Gijs An...commonsenseLT
Pieter E. Buwalda, Manager Hospital Operations Programs, Nij Smellinghe Hospital in Drachten (The Netherlands) &
Gijs Andrea, Consultant, implementor, trainer at House of TOC, Education Implementation Management Consultancy (The Netherlands) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- How to improve the quality of healthcare services using managerial tools.
- How to improve the quality of care AND decrease the workload on nurses and doctors with the same amount of patients treated.
- How to decrease occupation of beds?
- How to decrease length of stay?
More information - http://pse.lt
This document describes ThedaCare, a community-owned healthcare system focused on achieving better value for customers. It provides an overview of ThedaCare's facilities and services. Key accomplishments highlighted include creating an internship program to develop leaders in continuous improvement, achieving significant reductions in defects and wait times through rapid improvement events, and establishing standard work practices. Challenges noted include managing change with professional staff by addressing fears of lost autonomy and building trust with data showing standard work improves outcomes.
The Lean Midland Forum aims to:
1) Create an environment where Lean solutions in the NHS are shared and implemented.
2) Engage in a debate about the strengths and weaknesses of Lean methods in the current NHS climate.
3) Provide networking opportunities for colleagues.
The agenda includes presentations on improving infection control through Lean and effective use of statistical process control in the NHS. A hot seat session is also scheduled for questions.
The document discusses lean principles and processes, with a focus on understanding value from the customer's perspective. It emphasizes removing waste, taking a bottom-up approach to identify value and waste, and allowing processes to flow with little command and control. The document also examines how to properly define and measure patient value in healthcare to improve patient experience and outcomes. It argues that current patient satisfaction measures are inadequate and that value should be explored from multiple stakeholder perspectives to guide sustainable service improvements.
The document outlines a plan to implement a new "Sponge ACCOUNTing" system to prevent retained surgical sponges. The key aspects of the new system include:
1) Standardizing sponge counting procedures and requiring counts in all cases, including vaginal deliveries.
2) Using plastic hanging sponge holders and clear plastic lined buckets to improve sponge visibility.
3) Requiring surgeons to perform a methodical wound examination before closing and verifying the sponge count with nurses.
4) Establishing set phases for taking initial, closing, and final sponge counts with communication between nurses and surgeons.
The goal is to move from relying solely on counting to physically accounting for
Designing the Future, Engineering Reality: Prototyping in the Emergency Depar...ServDes
This document summarizes a case study of using service prototyping to test solutions for overcrowding in an emergency department in Italy. Researchers conducted ethnographic research and workshops to understand key issues, then prototyped an open space ambulatory concept. They tested the prototype live over 5 weeks, making iterative adjustments based on observations and feedback. Testing indicated potential to reduce waiting times and lengths of stay while improving patient satisfaction. Researchers identified principles for effective live service prototyping, including gaining authentic feedback, ensuring consistency, and creating a valid testing environment.
Occupational Health and Safety_English.pptbosirevincent
This document provides an overview of an occupational health and safety module that discusses principles of workplace safety, hazard controls, health programs, training, hygiene, PPE, and incident response for healthcare workers. The module covers identifying risks, preventing exposure, demonstrating hand hygiene and PPE use, and discussing safety committees and their functions. Specific training is outlined for handling sharps, linen, cytotoxic waste, and injuries. Personal hygiene, PPE selection and use, immunizations, and post-exposure procedures are also detailed.
Awareness on housekeeping and safety measures in work placeAditya raj sahu
This document discusses 5S methodology, which is a housekeeping system developed by the Japanese to create a better working environment and consistently high quality processes. It describes the 5 principles of 5S: Sort, Set in Order, Shine, Standardize, and Sustain. The principles involve organizing the workspace, maintaining orderliness through designated storage locations, cleaning and maintaining a clean workspace, standardizing processes, and sustaining discipline to keep the 5S system in place. The document advocates for applying 5S methodology to achieve high levels of quality, safety, and productivity by providing a conducive working environment.
The document provides an introduction to systematic inventive thinking and innovation tools. It discusses how innovation has transformed from an optional activity in 1995 to a necessity in 2014. The document then covers various innovation tools including systematic inventive thinking, breaking functional fixedness, subtraction, multiplication, and function follows form. It provides examples of how these tools have been applied by companies to develop new products and services that better meet customer needs.
Thinking Inside The Box - Systematic Inventive ThinkingNguyen Trung Tuyen
The document provides an introduction to systematic inventive thinking and innovation tools. It discusses how innovation has transformed from an optional activity in 1995 to a necessity in 2014. The document then covers various innovation tools including systematic inventive thinking, breaking functional fixedness, subtraction, multiplication, and function follows form. It provides examples of how these tools have been applied by companies to develop new products and services that better meet customer needs.
The document provides information on several aspects of administration in an organization including:
1. Quality aspects such as ISO standards and maintaining infrastructure and work environment.
2. Emergency preparedness procedures such as fire safety, evacuation plans, and employee roles and responsibilities.
3. Latest office trends involving open floor plans, activity-based workspaces, and technology integration.
This document discusses surgical attire and operating room procedures. It begins by outlining the objectives and defining an operating theatre. It then discusses theatre design considerations such as traffic flow, ventilation, and emergency signals. The document outlines the three zones of traffic flow and important design features that aid safety. It also discusses appropriate ventilation and emergency signal systems. Next, it describes the various components of surgical attire including head covers, masks, gowns and gloves and their purposes. It provides steps for medical and surgical hand washing as well as donning and doffing personal protective equipment. In closing, it emphasizes the importance of surgical attire and strict protocols in maintaining a sterile environment and preventing infections.
Routine Office Care, Concepts of Dental AssistingHeatherSeghi
1. The document discusses the daily routines for opening and closing a dental office, including turning on equipment, preparing treatment rooms, and completing administrative tasks.
2. It also covers concepts important for dental assisting such as four-handed dentistry, activity zones when assisting the dentist, and different classifications of motions.
3. Proper ergonomics for the dentist and assistant are emphasized to reduce stress and strain including positioning, stool heights, and limiting more strenuous motions.
ROJoson PEP Talk: OPERATION WOUNDS - HOW TO TAKE CAREReynaldo Joson
This document outlines a presentation on caring for operation wounds at home. It discusses the types of operation wounds as closed, partially closed, or open. It recommends cleaning all wound types with clean water or mild soap starting 24 hours after surgery. Patients can shower 24 hours post-op without worrying about wetting the wounds. Wound cleaning once daily or more is sufficient using clean cotton or gauze soaked in water. The aim is to address common misconceptions and provide minimalist home wound care guidelines.
The leaders of the birth center, NICU, and respiratory care teams held a meeting to discuss ways to improve the newborn resuscitation process. They decided to use a Kaizen event, which examines workflows to identify and eliminate waste.
During the Kaizen event, they mapped the current resuscitation process and identified opportunities to streamline it. This included analyzing equipment placement, staff roles and positioning to reduce lag times. They tested changes for two weeks before finalizing role assignments and room setups.
The outcome was a smoother resuscitation process where staff knew their positions and responsibilities. Equipment and resources were ready so the team could focus on the baby as the customer. The changes eliminated wasted time
The document provides guidance for conducting simulation training to improve obstetric emergency response in Indian hospitals. It outlines steps for setting learning objectives, creating scenarios, conducting briefings and simulations, and debriefing sessions. The goal is to help medical teams practice communication, leadership, and use of checklists to efficiently treat postpartum hemorrhage and other obstetric emergencies. Simulation is presented as a way to identify systems issues and optimize team performance to improve patient safety.
This document provides an introduction to operating room techniques. It defines common terminology, discusses the physical organization and design of operating rooms including traffic flow and restricted areas. It identifies important operating room equipment and the roles and relationships of the operating team. Finally, it discusses hazards in the operating room and methods for preventing infections.
Process Area Site Assessments techniques for the ManagementNimonik
Safety is senior management's responsibility. Irrespective of the internal and external safety audits, they should go on site visits to see for themselves the safety culture at their organization. But some members of management are hesitant to go on site visits as they feel they lack the skills to evaluate risks and hazards.
In this slideshow, John Wolfe, himself part of management at Suncor Energy, shares best practices for site visits to help leaders go well-prepared for the site visits.
Human factors - what role should they play in Responsible CareAdvisian
Tony Geraghty's presentation examines how considering human factors can enhance safety and performance excellence in the chemical industry. It discusses James Reason's model of classifying human errors and using reliability centered maintenance (RCM) to identify vulnerabilities. The presentation provides examples of how an RCM analysis revealed issues like commissioning errors and inappropriate maintenance practices, and how addressing these issues improved a gas compressor fleet's reliability and availability. Geraghty argues that regularly questioning understanding of operations can help ensure responsible chemical production and management.
This PowerPoint presentation is intended to guide medical students in learning about the people and equipment commonly found in operating rooms. It provides descriptions and functions of key surgical personnel like surgeons, anesthesiologists, and nurses. It also explains the purpose and proper use of various pieces of equipment on the operating room like the Mayo stand, surgical lights, and electrocauterizing tools. The presentation encourages interactive learning through embedded hyperlinks.
This document discusses lessons learned from applying lean principles in three healthcare systems. It emphasizes using a scientific approach to diagnose and solve organizational problems, developing capabilities through hands-on problem solving rather than just training, making work visible through value stream mapping and management, focusing efforts on key priorities and experiments, and continually learning from experiments and customer feedback.
The document discusses strategies for creating a lean credentialing process, including defining lean terminology and principles. It provides examples of applying 5S techniques - such as sorting, simplifying, sweeping, standardizing, and self-discipline - to organize workspaces and processes. Standard work is introduced as a way to systematically define tasks to reduce variation and enable continuous improvement. The document also discusses identifying and eliminating waste in processes to enhance efficiency and patient experience.
This document provides guidance on managing manual handling risks in the workplace. It contains information on identifying manual handling hazards and risks, assessing risk factors, and developing control measures. The guide includes self-assessment tools and worksheets to help users implement a systematic risk management process for manual handling. It emphasizes the importance of management commitment, consultation with workers, developing safe work procedures, providing training, and having reporting and return to work systems in creating a safer workplace.
Uk lean summit 2015 lean transformation developing the capability to improv...Lean Enterprise Academy
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
This document provides an overview of the Oobeya technique used in Lean management. Oobeya, which means "big conference room" in Japanese, is used to make knowledge work visible so waste can be eliminated. It involves defining clear and measurable targets, decomposing those targets to individual team members, and using an "issue board" to identify and resolve problems in a constructive manner. The leader's role is to define targets, manage the process, and ensure work is balanced, while members work to deliver solutions and report on progress toward targets using a Plan-Do-Check-Act framework.
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
This document provides an overview of the Toyota Management System (TMS). It discusses the origins and history of Toyota's lean manufacturing approach. The core aspects of the TMS are described, including the Toyota Production System (TPS), Toyota Development System (TDS), and Toyota Marketing and Sales System (TMSS). Visual tools used in the TMS like the Oobeya room and issue boards are explained. Challenges in implementing the TMS approach in Western companies are also covered.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
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
This document outlines steps for leading a lean turnaround, including establishing lean fundamentals like one-piece flow and standard work. It emphasizes setting up reduction activities through techniques like SMED which can yield setup time reductions of over 90%. The main thrust is to transition from batch to continuous flow while implementing pull systems. It stresses the importance of transforming company culture, reorganizing around value streams, and establishing daily management and problem solving to drive out waste.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
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
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
2. Lean is a system
2
EXCELLENCE SYSTEMS GROUP
Consultants
Many have heard about the lean « tools »: 5S,
Value Stream mapping, Kaizen events, etc.
Lean veterans insist on applying the tools
rigorously
But mostly on the fact that lean is a « system »,
or a way of « thinking »
What do they mean by that?
3. Lean as a learning system
3
EXCELLENCE SYSTEMS GROUP
Consultants
thinkingthinking
toolstools
systemsystem
4. What is lean thinking?
4
EXCELLENCE SYSTEMS GROUP
Consultants
Visualize performance problems in the ward
Solve problems without « going around » them
In a « lean » way: using ideas rather than
investment
By involving all employees
And developing a kaizen mentality in everyone
5. Lean thinking is guided by a lean system
5
EXCELLENCE SYSTEMS GROUP
Consultants
React
at
first
defect
React
at
first
defect
Flow
at
takt
time
Flow
at
takt
time
CUSTOMER SATISFACTIONCUSTOMER SATISFACTION
StandardizationStandardization
Continuous
Improvement
Continuous
Improvement
Employee
Involvement
6. Lean success needs working at all three levels
6
EXCELLENCE SYSTEMS GROUP
Consultants
tool 5S Staff never have to look for
parts or equipment
system Standard
work
So they can keep to the
work standard without being
interrupted
thinking Visualize
problems
Interruptions can then be
recognized right away as
problems, and lead to quick
response and problem
solving
7. To begin with: walk the wards
7
EXCELLENCE SYSTEMS GROUP
Consultants
Go and seeGo and see
Gemba walkGemba walk
Customer
satisfaction
Customer
satisfaction
12. What is a customer incident?
12
EXCELLENCE SYSTEMS GROUP
Consultants
TC4 MS3 RF2 Total
Chutes 12 5 5 22
Fugues 5 3 0 8
Infection Urinaire 9 0 0 9
Escarres 0 1 0 1
Réactions médicamenteuses 1 0 0 1
Réclamations 2 2 0 4
Infection pulmonaire 1 0 0 1
Pertes ou vols d'objet 2 2 0 4
Erreurs de médicaments 0 0 0 0
Pansements 2 0 0 2
Accident avec Exposition au Sang 0 0 0 0
Infection s/ Sondes Urinaires 0 1 0 1
Kt périphériques 0 0 0 0
Allergie 0 0 0 0
SUIVI des INDICATEURS
13. Standardize work areas
13
EXCELLENCE SYSTEMS GROUP
Consultants
Involve the teams in visual management
and quick response to problems
Involve the teams in visual management
and quick response to problems
5S5S
StandardizationStandardization
16. 16
EXCELLENCE SYSTEMS GROUP
Consultants
Create supermarkets and hunt for out-of-date
or missing material
Visualize out of date or
missing material and eliminate
Visualize out of date or
missing material and eliminate
SupermarketsSupermarkets
FlowFlow
18. All the way to housekeeping material
18
EXCELLENCE SYSTEMS GROUP
Consultants
19. 19
EXCELLENCE SYSTEMS GROUP
Consultants
Make sure material is desinfected after each
use
Visualize problem and solve it
by involving the team
Visualize problem and solve it
by involving the team
Team
problem-solving
Team
problem-solving
Standard/kaizenStandard/kaizen
20. Clear and clean after every use
20
EXCELLENCE SYSTEMS GROUP
Consultants
21. Clear and clean after every use
21
EXCELLENCE SYSTEMS GROUP
Consultants
22. 22
EXCELLENCE SYSTEMS GROUP
Consultants
Reduce inventory on hand so problems can be
seen at one glance
Visual management
And quick response
Visual management
And quick response
Daily ward walkDaily ward walk
React at
first defect
React at
first defect
25. From the work environment to care itself
25
EXCELLENCE SYSTEMS GROUP
Consultants
Involve team in creating
their work standards
Involve team in creating
their work standards
Work standardsWork standards
StandardizationStandardization
26. Work standards for care
26
EXCELLENCE SYSTEMS GROUP
Consultants
TOILETTE AU LIT
LA TOILETTE IMPORTANT SÉCURITÉ
Repères :1 – Planification murale à vérifier.
2 – Prendre connaissance de l’ état
du patient.
3 – Préparation du matériel.
4 - Installation du patient.
5 – Déroulement de la toilette.
6 – S’assurer d e l’état des
téguments.
7 – Réinstallation du patient.
8 – Environnement du patient.
9 – Nettoyage et rangement.
- Doit être à jour,
- Plan de Soins actualisé.
- Transmissions du jour,
- Autonomie du patient
- S’enquérir de la douleur.
- Vérifier dans la ch ambre si tout le
matériel nécessaire est présent et
propre (cuvette, gants, serviettes…),
- Apporter le matériel adapté aux
besoins du patient (changes,
produits…),
- Vêtements propres
- Position ergonomique, respect de
la pudeur et de la sécurité,
- Commencer par la toilette du siège
si le patient est souillé,
- Favoriser l’autonomie du patient
- Relationnel.
- Prévention d’escarres.
- Installation au fauteuil,
- Réfection du lit,
- Nettoyer le dentier et s oins de
bouche
- Réaménager l’environnement avec
tout le nécessaire à proximité.
- Proposer de boire.
- Désinfecter la cuvette,
- Nettoyer et ranger le matériel
utilisé,
- Mettre de côté le l inge sale
personnel au patient.
- Sécurité :
- Gestes et postures respect des
capacités à faire du pati ent ;
utiliser les a ides techniques (lève
malade, drap de transfert) .
- Risque de chute : réinstaller la
contention du patient au fauteuil si
prescrite ; sonnette à p ortée de
main ; déambulateur ou canne à
proximité ; dégager le passage
dans la chambre ; attention au sol
mouillé !!!
- Organiser l’espace : pour l e
confort et la sécurité des gestes et
postures du patient et du
personnel.
- Hygiène : Lavage des mains
avant et après la toilette ; Utiliser la
solution Hydro alcoolique entre
chaque acte, et quand nécessaire ;
Mettre tablier et gants vinyle non
poudrés ; Respecter les circuits du
linge et des déchets :
-Matériel :
Linge nécessaire à la réfection du
lit ;
Tablier à usage unique ;
Gants vinyles non poudrés ;
Solution Hydro alcoolique ;
Change adapté à la taille du
patient ;
Gant de toilette usag e unique si
patient souillˇ ;
Nécessaire de toilette propre à la
personne ;
Utiliser un gant et une serviette
de toilette pour le haut ; un gant et
une serviette de toilette pour le bas.
-Auto-contrôle visuel :
Vérifier l’installation du patient ;
S’assurer de son confort ;
Réfection du lit faite ;
Vérifier qu’il ait à porté de mains
les affaires personnelles dont il a
besoin : (sonnette, téléphone, verre,
eau, revues…).
Vérifier le rang ement du mat ériel
et des affaires personnelles du patient
(linge sale).
27. 27
EXCELLENCE SYSTEMS GROUP
Consultants
And more complex problems: preparing
patients for physiotherapy
Develop teamwork between
Specialisms and solve
Patient problems
Develop teamwork between
Specialisms and solve
Patient problems
Value Stream
Mapping
Value Stream
Mapping
Patient flowPatient flow
28. And further challenges
28
EXCELLENCE SYSTEMS GROUP
Consultants
Moving to kanban for all supplies (which
means convincing hospital logistics)
Tracking the path of BMR through the wards
Improving patient journey and getting
involvement from the doctors
29. What results?
29
EXCELLENCE SYSTEMS GROUP
Consultants
Over two years, the rate of incidents per patient halved
(that is, the probability each patient admitted has of facing
an incident reduced by 45%)
30. Lean is a learning system
30
EXCELLENCE SYSTEMS GROUP
Consultants
The lean environment (visual management, pull
system) helps people to see cause and effect
The lean tools are learning opportunities, for
people to learn to produce with better, quality,
delivery, productivity and flexibility
The tools only highlight problems, resolution
with PDCA is the point!
31. Lean is a management system
31
EXCELLENCE SYSTEMS GROUP
Consultants
Using the tools will not transform the culture
The lean culture is about solving all problems
rigorously
To understand real priorities
And create another type of relationship with workers
Based on developing abilities
And creating better products, through better thinking
33. Thank you
33
EXCELLENCE SYSTEMS GROUP
Consultants
To the team from Villeneuve, Nord 92
To visitors from Bolton Hospitals
To you, for your attention