Deanna Kyrimis, M.B.A.Lean Healthcare Certified: University of Michigan

LEAN HEALTHCARE

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• LEAN HEALTHCARE

– Reducing waste to increase value! Patient centric

TOYOTA PRODUCTION SYSTEM (TPS)Originated in the automobile manufacturing plants in Japan

FACTS…TPS LEAN HEALTHCARE

LEADERSHIP

LEAN HEALTHCARE5 PIECE PROCESS

PATIENT SERVICE

Lean

Cul

ture

Workforce Development

Workforce

Recognition Improvement

Sustainability

Continuous

Improvem

ent

Workforce Development

LEAN HEALTHCARE PIECE 1

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•Communicate (see handout)

•Train all staff to become lean practitioners

•Allow front line workers to build the new system

•Build a foundation of teamwork fostering Lean Principle Accountability!

• MANAGEMENT

• TRAIN-THE-TRAINER

• WORKFORCE RECOGNITION (SLIDE 12)

Value from patients’ standpoint

Map ALL process steps Identify the “patient value”

steps Remove the “waste” steps Strive for EXCELLENCE

across the organization

SANDARDIZED OPERATIONS

Continuous Improvement

LEAN HEALTHCARE PIECE 2

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Jidoka ‘‘the practice of stopping the process when a problem occurs’’ (Osono et al., 2008, p. 135)

•Detect problem•Stop process•Restore proper process •Investigate the root cause•Install countermeasures

Improvement Sustainability

LEAN HEALTHCARE PIECE 3

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STOP THE LINE

•Mickey Matrix

•Process Improvement Goals•Weekly meetings recognizing PI champions•Raffle Tickets•Monthly, Quarterly and Annual Drawings (no added $ = AMEX points)

Workforce Recognition

LEAN HEALTHCARE PIECE 4

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Lean Culture

LEAN HEALTHCARE PIECE 5

•Core Values

•Defined Purpose

•Communicate, Stimulate, REWARD

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LEAN HEALTHCARE DRIVERS

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Bringing order to haphazard layouts, facilitating efficient workflows.

Cell LayoutMove away

from work in progress

Standardized work

Efficient use of space

CVC Medical Records Example; cubicles to work teams (example next slide)

Cell LayoutWork Sequencing

12MEDICAL RECORDS EXAMPLE FROM SESSION I

BEFORE LEAN AFTER LEAN

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Time it takes to get from one “good product” to the

next “good product”

“Good Product” may be rooming patients or

scheduling procedures or performing a test

Patient Value Add = Minimum time to

attain “good product”

What action can be taken to lessen the time taken during

the set-up?

Can we shift work to be more efficient

Are we performing double work

How can we lessen the time patients are waiting?

Setup Time Reduction

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Changing Scheduling to Balance Resources

Do we have panels that are not particularly busy (trend) while

others are at or beyond capacity?

Smooth out the at/beyond by shifting demand to less busy

time(s)

Demand Smoothing

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5 SSort: Clear the work area

Set in order: Designate locations

Shine: Clean the work area

Standardize: Everyone doing the same thing, with everything in the

same place

Sustain: Ingrain the process in the organization

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STANDARDIZED OPERATIONS

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GO AND SEE! ASK WHY 5 TIMES RESPECT PEOPLE

SOLVING PROBLEMS

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NO STATUS QUOChallenge the waste! No more “this is how we have always done it”.

FIND THE PATIENT VALUE ADD!

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READING MATERIALS

CERTIFICATION

BELMONT UNIVERSITY

UNIVERSITY OF MICHIGAN

PURDUE UNIVERSITY