Premier's Introduction To Lean Concepts
- 1. Introduction to Lean ConceptsMaterial in this presentation can be used only with permission of Premier, Inc - Healthcare InformaticsContact: [email protected]
- 2. Course ObjectivesBy completing this course, you will be able to:Understand the historical context of Lean and Lean Thinking
- 4. Understand how lean thinking can change an organization’s culture
- 5. Distinguish between Value-Added vs. Non-Value Added activities and processes
- 6. Identify the 8 common wastes of Lean in office and service industriesA systematic approach to the identification and elimination of waste and non-value added activities through continual improvement in process related services.Lean ThinkingLean Thinking
- 7. Precursors to Lean ThinkingEli Whitney: standardized interchangeable partsHenry Ford: workflow and standardized workWhat happened between processesHow multiple processes were arranged within the factoryHow the chain of processes functioned as a systemHow each worker went about a taskToyota Production SystemConcepts of the Ford model, plusEmployee centricFlexible manufacturing conceptsInfluenced by Deming and his 14 Points (attached)World Class Manufacturing, Just-in-Time Manufacturing, Continuous Flow ManufacturingGlobalization of the Toyota Production System
- 8. History of LeanTerm “Lean” popularized by James Womack in 1990 Lean often refers to the set of tools that assist in the identification and elimination of waste.Lean principles are derived primarily from the Toyota Production System
- 9. Healthcare providers are slowly beginning to embrace the Lean Thinking cultureLean Thinking ApproachCreating or improving processes/systems throughout the organization thatAre highly responsive and flexible to patient/customer demandProvide high quality, at the right location, at the right timeOperate in a cost effective and profitable mannerUse a minimum of resources, equipment, facilities, and time
- 10. Lean CultureThe culture of “Lean Thinking”:There is always a better wayChange becomes normalNew ideas are understood, accepted, and lived at the highest levels within the organizationLean is not a program, it’s a way of life
- 11. The 4P ModelLean Thinking is based on the 4P Model:PhilosophyPeopleProcessProblem Solving
- 12. Implementing LeanCautionary points regarding Lean implementation:Its not just a set of tools, it’s a cultural change that requires strategyChanging the culture to Lean thinking is not easyApplied to the entire business enterprise, not just the “floor”It doesn’t happen overnightContinual CHANGE is a key element of the culture shiftEducation part of the everyday routineWill to learn and share knowledgeAuthority and accountability is based on the mutual respect
- 13. Implementing Lean: Change Management Tips Change Management Tips1Prepare and motivate staff for the implementationInvolve employeesIdentify and empower championsCreate an atmosphere of experimentationUtilize realistic performance measures and reward systemsImplement in pilot prior to organization rollout1. Neo Tiong Wee, Kaizen Consulting Group
- 14. Principles of LeanLean Thinking focuses these principles when evaluating processPrincipleDefinitionSpecify valueAll processes serve the customer; know what they want and what they are willing to payIdentify the value streamView process from beginning to end, focusing on vversus workalue addednon-value addedCreate flowProcess one unit at a time with no stoppages or interruptionsDevelop pull systemConsumptionof resources triggers replenishment of resourcesSeekperfectionReducing waste in the entire value stream creates a highly competitive organization
- 15. The Three “M’s”Three critical concepts that are the target of elimination in a Lean organization:Muri – Overburdening people or equipmentMura – Unevenness of flowMuda – Non-value added “waste” in a process
- 16. Waste EliminationThe 7 Common Wastes in Lean Thinking1DefectsOverproductionTransportationWaitingInventoryMotionProcessing1. Descriptions on the following slides taken from “The Toyota Gal” Blog (Tracey Richardson)
- 17. Waste EliminationThe 8 Common Wastes for Premier Lean ThinkingDefectsOverproductionConfusionWaitingInventoryMotionProcessingUnderutilization of Staff1. Descriptions on the following slides taken from “The Toyota Gal” Blog (Tracey Richardson)
- 18. Waste 1: DefectsWork that contains errors, rework, mistakes or lacks something necessaryExamplesMedication errorsWrong patient IDWrong procedureMissing admission informationPoor clinical outcomesRetestingRecords/reports misfiledUse Premier tools!
- 19. Waste 2: OverproductionProducing more than the Customer/Patient needs right nowExamplesRedundant medical record creationPrepping for procedures not yet scheduledLab results printing at multiple locations (duplication)
- 20. Waste 3: ConfusionConfusion occurs when staff aren’t comfortable with the best way to perform their jobsExamplesUnclear MD ordersUnclear role expectations between RN and Nurse AssistantsUnclear billing procedures
- 21. Waste 4: Waiting Idle time created when material, information, people, or equipment is not readyExamplesWaiting for…Bed assignments, supplies, recordsAdmission to EDTesting, treatment, or dischargePatient lab test resultsUse Premier tools!
- 22. Waste 5: InventoryMore materials, parts, or products on hand than the patient/customer needs right nowExamplesExcessive supplies, linens, etc.Paperwork in processWrong quantities of required items on hand
- 23. Waste 6: MotionMovement of people, product, supplies that does not add valueExamplesSearching for required equipment, meds, chartsGathering suppliesTransporting samples, specimensMoving patients room to roomTransporting patients for testing, treatment
- 24. Waste 7: ProcessingUnnecessary processing or proceduresExamplesExcessive treatment/labsUnnecessary or inefficient scheduling stepsExcessive or redundant paperwork for patient & hospital staffUse Premier tools!
- 25. Waste 8: Underutilization of StaffUnderutilization of Staff is the misuse of skill setsExamplesRegistered Nurse picking up medications from PharmacyCFO completing journal entries for end of month closeNursing Director stocking forms in unitUse Premier tools!
- 26. Tools to Eliminate WasteLean methodologies target elimination of all forms of waste using many types of tools:Kaizen Events
- 27. Visual Controls
- 28. 5S
- 30. Process Mapping
- 32. Turn Around Time Reduction
- 34. Pull Systems
- 38. FMEA (Failure Mode Effect Analysis)