Introduction to Lean

Transcription

1 Introduction to Lean

2 After completing this training, the learner will be able to: Explain what Lean is Understand Lean tools, including: Value Stream Mapping, waste identification, Kaizen, Kanban, and 5S Objectives

3 Providing the most value from the customer s perspective while consuming the fewest resources and utilizing the talents of the people who do the work. What is Lean?

4 Improved Quality Reduced Waste Cost Reductions Without Layoffs Why Lean? Error Prevention Increased Employee Engagement Improved Patient Safety

5 Lean Thinking 1. Specify value in the eyes of the customer. 2. Identify the value stream and eliminate waste. 3. Make value flow at the pull of the customer. 4. Involve and Empower employees. 5. Continuously improve in pursuit of perfection. Source: Lean Thinking, Womack and Jones 1996

6 1. Do our work every day in a standard way that we created. 2. Be alert to things going wrong. 3. Fix the problem now. 4. Find and fix the root causes of the problem. Lean Thinking in Practice

7 In a Lean organization, each of us has 2 jobs: Do the work. Improve the work.

8 LEAN METHODOLOGY

9 Value Stream: All of the steps, both valueadded and non-value-added, required to bring a specific product/service through a process

10 Value vs. Waste an activity that the customer directly benefits from or uses and is willing to pay for an activity that is unneeded, unwanted, or involves excess effort

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12 Podiatrist walked 670 feet for a single procedure prep Spaghetti Diagram

13 A Value Stream Map Is: A visual representation of a process used to reveal waste and problems with flow.

14 Sample Value Stream Map: Pathology Specimens

15 Sample Value Stream Map: Pathology Specimens

16 Sample Swimlane Map: New Hire Onboarding Process

17 Sort Barriers into Buckets New Hire Onboarding

18 The root cause is the underlying condition or aspect of the system that led to the error. Root Cause Analysis

19 Example Fishbone Diagram

20 5 Whys

21 Create a SMART goal

22 Plan Do Check Act Select a single point to change, otherwise you won t be able to determine the source of results Be sure to do the full PDCA, not just PD The only experiments that truly fail are those that you never run and those that you run without looking at the results PDCA Cycle

23 Standard Work: The current one best documented way to safely, effectively, & efficiently complete an activity with the proper outcome and the highest quality in a repeatable and reproducible manner

24 Opportunities for Standard Work Standardizing phlebotomy carts to reduce waste

25 Lean in Action at Riverside Hematology/Coag Chemistry/Tox Accessioning Product Flow 338 feet in 10 minutes 156 feet in 10 minutes

26 Lean in Action at Riverside Specimen travel distance: 146 feet -> 67 feet (54% decrease) Core Tech (all 4 main instruments) Potassium TAT: 74 min -> 43 min (42% decrease) Product Flow Results in Chart by 7 AM: 62% -> 92% (30% increase) Freed up 228 square feet of space No staff reductions

27 LEAN TOOLS

28 Kaizen

29 Suggestion Card

30 Sample Kaizen Board

31 Title: Isolation Equipment Before PPE boxes that used to hang on the doors didn t have room for extra isolation supplies to be stored and we would run out frequently. After New isolation carts were ordered hospital wide with drawers big enough to hold extra supplies and are used for multiple patient use. Effect Having enough PPE equipment stocked in the hallways resulted in staff members saving time looking for equipment elsewhere. This also resulted in increased compliance with isolation protocols and patient safety. Name(s) Department Supervisor Date Meghan Davilo 2med/peds Diane McGrath 11/16/13 Kaizen Event

32 Key Performance Indicators

33 Are we working to improve on all aspects of the organization? People Service Quality Finance Growth Balanced Scorecard

34 5-10 minute stand-up meetings by metrics/kaizen board Structured with standard agenda Capture problems & suggestions, not solve them Daily Huddles

35 Leaders spending time in the workplace Ensure standard work is being followed and observe for new opportunities for continuous improvement Engage with employees to learn about their work day React to problems in a positive manner Leadership Walk

36 Meant to expose problems and reduce information deficits Should reduce questions that come up repeatedly Visual Management

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38 Make things visual

39 Inventory management using visual cues Replenishment signals should be labeled with: item name, number to restock, when to restock, and the location of more Kanban = signal

40 Kanban System

41 Lab Storeroom

42 Sort = dispose of clutter Straighten = organize by use Shine = light cleaning Standardize = label workspace Sustain = audit to ensure organization is being maintained Safety should underlay all 5 5S Workplace Organization

43 5S and Visual Management

44 Improved Quality Reduced Waste Cost Reductions Without Layoffs Why Lean? Error Prevention Increased Employee Engagement Improved Patient Safety

45 Lean can mean improved: Delivery of care for patients Patient satisfaction Staff satisfaction Consistency in the way work is completed Standard process for information flow Capacity Financial performance Employee engagement

46 Get Involved! Beyond general Lean and Kaizen activities happening at the department level Riverside has Lean projects working on larger cross-department workflows and organizational strategic goals. Current and Past Lean Projects Include: Miller admission process Discharge by 1PM Process of admitting an ED patient to a nursing unit Behavioral health intake process Senior life patient transportation Management of broken/extra beds

47 Where do we start?

48 If you have any questions or would like to learn more about Lean at Riverside, feel free to contact me: Sara Meyer Lean Educator (815) x6392