Profit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
|
|
- Augustine Wilkinson
- 5 years ago
- Views:
Transcription
1 GPS Mod 19 Measures MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map Capacity Tables Measures R e d e p l o y m e n t Jidoka (human automation) Setup Reduction Changeover Multi-process Operations Standard Operations Heijunka (Leveling) Continuous Flow Total Productive Maintenance Poka-yoke (mistake proofing) Kanban Visual Control Andon Module 19 RPIW Kaizen Kaikuku 3P Prod Prep 7 Flows Factory Product/Patient Quantity Analysis 7 Flows Medicine 4 No s Sorting Simplifying 5S Sweeping Standardizing Self Discipline 7 Wastes Value Stream Mapping ONE PIECE FLOW TAKT TIME PULL PRODUCTION Global Production System , John Black and Associates LLC (modified from Hiroyuki Hirano, Productivity Press). Committed Leaders 1
2 Measures: Key Points World Class Measures Quality, Cost, Delivery, Safety, and Morale (QCDSM) lead to full customer satisfaction. You can t improve what you can t measure. Cascading measurement and accountability creates alignment. Strategic Visibility process, Weekly wall walks focused on Service Lines, and Visual Daily Management are components of this alignment process. 19 Measures v
3 Assurance of Quality Measuring World-Class Quality Ensures Survival Through Full Customer Satisfaction Mod 19 Measures Quality Reliability Responsiveness Assurance Empathy Tangibles World-Class Quality for Total Survival Cost Delivery Cost Effective Price Effective Right Place Right Time Right Amount Full Customer* Satisfaction * Patient Safety For Patient For Provider Morale Everyone Cares 3
4 Weekly Stand-Up Meeting Wall Park Nicollet Health Services/Used with Permission 4
5 Park Nicollet Health Services/Used with Permission Visibility Room 5
6 Quality Products and services received by the customer must fit their precise intended use, while serving the customer s needs better than do the products and services of competitors. These products and services must meet customer requirements and conform to customer specifications. They must be accompanied by excellent service before, during, and after their sale or delivery. In health care, the Customer is the Patient. 19 Measures v
7 Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. The product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality. -- Peter F. Drucker Professor and Management Consultant,
8 Quality Measures in Health Care Patient Defects, examples include: Surgical site infections Ventilator acquired pneumonia Central line infections Patient/Client/Resident Experience Data - Surveys Patient Complaints Patient Health Outcomes Patient Stories In health care, the Customer is the Patient. 19 Measures v
9 Quality Quality of Care In alignment with the overall goals of the organization, each Service Line Leader reports their quality of care metrics in the form of defects as they relate to kaizen activities such as RPIWs and 5S events. Examples of Quality of Care metrics include surgical site marking defects (for surgery), standard rooming defects (primary care), door to discharge >120 minutes (emergency). 19 Measures v
10 Used with permission, Florida Hospital Zephyrhills 10
11 Quality Clinical Quality These goals are determined by the organization and outside affiliates (ie JCAHO). Goals such as anticoagulation, MRSA, falls, Diabetes measures, ventilator-assisted pneumonias etc are tracked and incorporated into Kaizen activities such as RPIWs. 19 Measures v
12 12 Used with permission, Florida Hospital Zephyrhills
13 Weekly Stand-Up Wall Walk Patient Experience The organization measures patient experience not only with Press Ganey and other survey types, but through precise measurement of lead time and reported out by the Product Line Leader. 19 Measures v
14 Used with permission, Florida Hospital Zephyrhills 14
15 Patient Stories Used with permission, Florida Hospital Zephyrhills 15
16 Cost Products and services must be cost-effective. During planning, design, and delivery, these products and services must be cost-effective for the producer. To ensure strong demand for services, they must be priced effectively. World-class organizations make concentrated efforts to eliminate waste, and they do only those things that add value for the customer. These organizations also control costs with suppliers and vendors, resulting in lower costs for the same product or service over time. 19 Measures v
17 Cost Measures in Health Care Cost of supplies per surgical procedure. Productivity gain or loss. Inventory. Lost time, sick time. Cost of overproduction. Duplicate lab tests and digital imaging. Cost of excess laundry delivered and not used. 19 Measures v
18 Weekly Stand-Up Wall Walk Patient Cost Here patient cost is measured through cost per unit of service and operating margins for the specific service line as reported by the Service Line Leader. 19 Measures v
19 Weekly Stand-Up Wall Walk Profit or Margin Profit is displayed as it relates to FTEs as defined by the organization and reported by each Service Line Leader. 19 Measures v
20 Delivery Superior delivery of products and services is critical. Customers must receive the right amount, in the right place, at the right time, in the right package. Delivery must be timely, reliable, and courteous. Customer satisfaction depends greatly on company responsiveness, which comes from having short cycle times to product or service delivery. As demand increases, customers receive benefits of economies of scale and organizational learning. Finally, customers expect reliable new product or service development systems, so that they can be assured that your delivery will continue to meet their needs in the future. 19 Measures v
21 Delivery Measures in Health Care Patient appointments available on day of choice. Volume of patients waiting for service (waitlist). Length of time patients wait for service. In health care, the Customer is the Patient. 19 Measures v
22 Safety The importance for the customer of safety and security in using an organizations products and services is obvious. Providing full satisfaction to the customer also means ensuring safety and security for all employees who produce those goods and services. Customers cannot be assured of quality if employees work in unsafe conditions or insecure places. Furthermore, a company s products and services must be environmentally safe, avoiding pollution and ensuring reuse or recycling of materials. 19 Measures v
23 Safety Measures in Health Care Patient critical incidents. Patient falls. Adverse events, near misses. Hand hygiene. Staff injuries. Needle sticks. In health care, the Customer is the Patient. 19 Measures v
24 Visibility Room Review Safety The safety category displays the organization s adverse events and high level safety indicators. Other information is related to infection control, blood and body fluid exposure, and falls. Adverse events and high level safety indicators call for root cause analysis and poke-yoke implementation. 19 Measures v
25 Employee and Patient Safety Visibility Wall Mod 19 Measures Seattle Children s Bellevue Surgery Clinic/ Used with Permission 19 Measures v
26 Morale Workmanship, product reliability, and substantive quality require that people have high morale and competence. Employee morale and education become critical aspects of full customer satisfaction. Customers must be assured that the people who deliver their products and services really understand and care about doing a good job. 19 Measures v
27 Morale Measures in Health Care Employee Survey Results. Staff turnover. Staff retention. In health care, the Customer is the Patient. 19 Measures v
28 Visibility and Alignment of Measures As referenced in the World Class Management Module, Visibility and Alignment of measures is done across the 3 Management System Components: Management by Policy (Hoshin Kanri) Monthly Reviews of Strategic Visibility Room Cross Functional Management Weekly Wall Walk of Operational Wall, by Service Line, QCDSM Daily Management Daily Huddles at Visual Daily Management Boards Measures identified as part of a Break Through Initiative (Hoshin) can and usually will cascade From the Strategic Visibility Room, through the Weekly Wall Walk, right to Visual Daily Management Boards (as identified on the next chart). However, measures on the Strategic Visibility wall are focused on the Breakthroughs only and do not cover the entire operation (as represented on the second following chart). 19 Measures v
29 Daily Management Cross Functional Management Management by Policy (Hoshin Kanri) Strategic Visibility Room (Breakthroughs/ Hoshins) BETTER CARE 0 NEVER EVENTS 3-5 Year Outcome Targets Mod 19 Measures The Management System and Visibility and Alignment Strategy Target Progress Senior Leader, Breakthrough Leader Weekly Wall Walk - QCDSM Pressure Ulcer Level 3 and 4 Patient mortality related to L 3& 4 pressure ulcers Daily Visual Management #1 priority Reduce level 3 & 4 pressure ulcers at LTC Chart updated as of Action to be taken to return to LTC Site 1 LTC Site 2 LTC Site 3 LTC Site 4 Service Line Leader Front Line Mgrs 29
30 The Management System and Visibility and Alignment Strategic Visibility Room (Breakthroughs Only) Hoshin 1 Hoshin 2 Hoshin 3 Wall Walks (Monthly; CEO & Exec Team) Quality Cost Delivery Safety Morale Service Line #1 Service Line #2 Daily Visual Management (Daily or Weekly; Manager and point of care staff) 30
31 Strategic Visibility Room Review: Key Points Mod 19 Measures Dedicated space outlining the overall strategic plan and corresponding Kaizen activity related to the goals. The review is lead by the CEO and mandatory attendees include: senior/executive leaders, chiefs and VPs, including the KPO VP. Monthly review to assess progress toward Breakthrough Plans and related targets and metrics. 19 Measures v
32 Visibility Room Review Mod 19 Measures Kaizen Displays kaizen activities such as RPIWs, 5S events, 3Ps and their results. Shows the progress of lean certification from a system-wide perspective. Utilizes individual Kaizen Operation Teams integrated timelines for strategic planning of events. 32
33 Visibility Room Review Who are we? Identifies the organization as a whole with one slide for each of the following: Core strategic elements (ie world class continuum of care). Economic engine (ie what do we look like yesterday v. today v. tomorrow). Priorities for the current year (ie increased productivity and decreased leadtime. Mission. Vision. Outcomes management. 33
34 Visibility Room Review Mod 19 Measures Strategic Objectives Displays overall view of how the organization is doing as it relates to the QCDSM metrics. Identifies plans and progress for the following: Volume of Service, Lead Time, Caring, Cost, Outcomes, Safety, Marketing, Facility Management, Leadership Development, Revenue Management, Systems Reliability. 34
35 Visibility Room Review Mod 19 Measures Critical Success Metrics Displays the organization s progress in the following categories: Equitability, Profit & Growth, Productivity, Joy, Market Share, Asset Turns, Publications and Philanthropy. 35
36 Visibility Room Review Mod 19 Measures Critical Business Processes Displays the organization s progress in the following categories: Compliance and Accreditation, Recruitment, Planning, and Governance. 36
37 Visibility Room Review Mod 19 Measures Clinical Quality Through the display of high level Value Stream Maps and a PQA of conditions, clinical quality is tracked by progress in such areas as Diabetes Management, Heart Failure, Wound Care, Readmissions, etc. 37
38 38 Used with permission Florida Hospital Zephyrhills
39 Visibility Room Review Mod 19 Measures Production Control Demand vs. Capacity, Resource Need vs. Actual and the organizational Takt Time Map are production control. These areas help identify what is v what is needed to meet the demands of the organization in regards to patients and employees. Production control displays trends in market growth in the community as it relates to age, demographics, and disease conditions. 39
40 Used with permission Florida Hospital Zephyrhills 40
41 Visibility Room Review Pay for Performance & Transparency Mod 19 Measures Pay for Performance displays financial data in regards to how the organization collects dollars for meeting condition-based goals Transparency identifies how well the organization is doing as it relates to others in the community through Leap Frog, Press Ganey, HCAPS, JCAHO, etc. 41
42 Weekly Stand-Up Wall Walk: Key Points Mod 19 Measures One level down from the Visibility Room, the Weekly Stand-Up Wall Walk brings all service line leaders together to review the progress of Kaizen activity in their area through the use of standard control charts by each KOT. The Weekly Stand-Up Meeting Wall Walk is led by the CEO at a standard day and time each week with each Product Line Leader reporting their QCDSM metrics to a Takt Time. Mandatory attendees include senior/executive team, chiefs, KPO and KOTs, and directors. This form of cascading communication allows for transparency and comingling of information across the organization. 19 Measures v
43 Weekly Stand-Up Wall Walk Standard Work Mod 19 Measures STANDARD WORK Name of Activity: Weekly Wall Walk Role performing Activity: Leadership Location: Wall in Administration Department: All Document Owner: Carla Breedlove, Director Kaizen Promotion Office Date Prepared: 12/15/09 Last Revision: 12/17/09 Date Approved: 12/17/09 Standard Work Summary: Steps by which the weekly wall walk occurs; each presenter has 10 minutes to report without interruptions from the audience and then can take up to 5 minutes to field questions related to their report out. KPO Director (or designee) will monitor the takt time. Task Task Definition Cycle Time (mm:ss) 1. KPO Director calls the wall walk to order at designated time by stating 1:00 Welcome to this week s wall walk. Today is week (x) and we will be hearing reports on the metrics of (y). (see reference below) and introduces any guests who may be attending: Wk 1: Goals, Integrated Timeline Wk 2: Quality, Cost, Delivery Wk 3: Safety, Morale, Patient Experience Wk 4: RPIWs, 5S campaign, Lean Events 2. CEO, CFO, COO, CMO leads a prayer 0:30 3. CEO, CFO, COO, CMO, CNO, KPO reports on the appropriate metrics for 10:00 the Overall category. 4. CEO, CFO, COO, CMO, CNO, KPO takes questions from the audience 5:00 related to their report out. 5. Director for Emergency Department reports on the appropriate metrics for 10:00 the ED service line. 6. Director for Emergency Department takes questions from the audience 5:00 related to their report out. 7. Director for Surgical Services reports on the appropriate metrics for the 10:00 Surgical Services service line. 8. Director for Surgical Services takes questions from the audience related to 5:00 their report out. 9. Director of Materials Management reports on the appropriate metrics for 10:00 the Materials Management service line. 10. Director of Materials Management takes questions from the audience 5:00 related to their report out. 11. KPO Director adjourns weekly wall walk and dismisses group. 0:30 Standard Work The standard work is followed each week and kept to a Takt Time by a timekeeper. Each week focuses on a different set of metrics. A sample is shown here: Week 1: goals & timelines. Week 2: quality, cost, delivery. Week 3: safety, morale, patient experience. Week 4: RPIWs, 5S, Lean. 43
44 Number Of Days Weekly Stand-Up Wall Walk Run Chart Mod 19 Measures Pre-Service Leadtime G.I. Clinic Run Chart Used across all service lines, these standard charts make reading the metrics easy and consistent Q1: 2007 Q1: Delta: % 2006 Q2: 2007 Q2: Delta: % 2006 Q3: 2007 Q3: Delta: % 2006 Q4: 2007 Q4: Delta: 66.4 #VALUE 0 Q1 Q2 Q3 Q4 Week / Quarter Date Prepared: September 24, 2007 Report Contact: Demand Planning & Analysis, Gregg Teeter, Source: LastWord scheduling data mart Refresh Cycle: Weekly (1 week lag) Operational Def: 2006 vs 2007 weekly weighted AVG compared to goal (50% of Q AVG) Criteria: Weighted AVG appointment availability (weighting based on volumes of seen appointments by dept, facility, prov, appt type 2006 Actual 2007 Actual 2007 Goal Series1 Series2 44
45 45 Used with permission Florida Hospital Zephyrhills
46 Weekly Stand-Up Wall Walk Mod 19 Measures Growth Each Product Line Leader addresses their individual service line growth as it relates to the strategic plan for growth in the organization. 46
47 Weekly Stand-Up Wall Walk Mod 19 Measures KOT Product Line Other metrics shown on KOT s area of the wall are their own product line s current and future state (12 months out) value stream maps, integrated timelines, RPIW and 5S matrices, results, audits, target sheets, newspapers and goals. 47
48 Measures Summary Quality, Cost, Delivery, Safety, and Morale are metrics defined by the organization and the community (ie JCAHO). Using cascading communication from one level of the organization to another through the use of the Weekly Standup Wall Walk and Monthly Visual Room Review, the organization can stay in alignment of its goals and strategic plan. 19 Measures v
Profit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map Capacity Tables Autonomous
More informationProfit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS Mod 1 Introduction MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map
More informationProfit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS Mod 15 Jidoka MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map Capacity
More informationEngaging Staff in Daily Improvement
Engaging Staff in Daily Improvement 2 2016 Virginia Mason Medical Center World-Class Management Management by Policy Aligning Vision with Resources The World-Class Management System is a leadership system
More informationProfit = Price - Cost. TAKT Time Map Capacity Tables. Morale. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs R e d e p l o y m e n t Jidoka (human automation) Setup Reduction Changeover
More informationProfit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS Mod 17 Multi-Process Operations MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale
More informationLEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0
MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes
More informationLeading With Lean at Rouge Valley
Leading With Lean at Rouge Valley Central East LHIN Board of Directors April 25, 2012 Rik Ganderton President & CEO, RVHS 1 1. What is Lean? Agenda 2. Transforming with Lean at RVHS Leadership Examples
More informationLean Gold Certification Blueprint
The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types
More informationGlossary of Lean Terminology
Glossary of Terminology Term Definition Use 5S: Used for Improving organization of the workplace: Sort > Set in order > Shine > Stardize > Sustain Create an organized work area A3 Thinking: Affinity Diagram:
More informationLogistics and Administration Module 23
GPS Mod 23 Logistics and Administration MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs R e d e p l o y m e n t Jidoka (human automation)
More informationBrad Staats NE Indiana Lean Network. Dec 8, 2016
Brad Staats Dec 8, 2016 Lean Culture Traditional Way Of Thinking Cost + Profit = Selling Price Lean Culture Lean Way Of Thinking Price Cost = Profit Lean Culture The Only Way To Increase Profit Is To Decrease
More information10 Steps to become a Lean Enterprise. Level 2 Lean Practitioner In Manufacturing Training Course. Step 1 - Part 2
10 Steps to become a Lean Enterprise Level 2 Lean Practitioner In Manufacturing Training Course Step 1 - Part 2 Table of Contents Welcome to Lean Certification Online... 3 Course Objectives... 4 Elements
More informationLevel & Stable Operations
Getting Started with Lean Manufacturing Principles in Flexible Substrate Coating and Converting Dave Schoellerman Tollcoating.com by Carestream Health, Incorporated info@tollcoating.com Abstract Lean manufacturing
More informationValue Add not Overhead The Next 10 Years
Value Add not Overhead The Next 10 Years with Jean Cunningham Building LEAN Beyond Manufacturing Managing Times Press, 2003 Shingo Prize, 2004 Productivity Press, 2007 Shingo Prize, 2008 Founder and president
More informationE1: From the C-Suite to the Front Lines and Back: A World-Class Management System for Spreading Improvement
E1: From the C-Suite to the Front Lines and Back: A World-Class Management System for Spreading Improvement IHI 23 rd Annual National Forum December 7, 2011 Presented by: Sarah Patterson Executive Vice
More informationThe Lean Turnaround. October 8, 2014 Art Byrne
The Lean Turnaround October 8, 2014 Art Byrne MY LEAN JOURNEY Started January 1982 Always From A CEO Position Looked At From A Business Perspective People WHAT IS A BUSINESS? Processes Delivering Value
More informationIntroduction to LEAN (for Leaders)
Introduction to LEAN (for Leaders) March 2 nd, 2018 Ian Marshall Lean Champion Canadian Manufacturers & Exporters Objective Discuss the key elements of LEAN Strategy Ian Marshall Introduction In terms
More informationHenry Ford Health System (HFHS)
Using the Malcolm Baldrige Criteria to Create High Performance Presentation to IHI, Session M23 December 10, 2012 Susan S. Hawkins Senior Vice President, Performance Excellence Henry Ford Health System
More informationHistorical Phases of Production
Lean 101 Overview Lean Background Taiichi Ohno and Shigeo Shingo developed Lean Manufacturing at Toyota over a period of 20-30 years. Their intention was not to develop some sort of unified field theory
More informationLean Flow Enterprise Elements
"Lean Flow" describes the performance of organizations that are effective enough to win consistently in the competitive global marketplace. To understand how to get there, it s useful to focus on Lean
More informationSAN YSIDRO HEALTH LEAN TRANSFORMATION. April House, LVN, MHA, CPHQ, CSSMBB Chief of Quality & API
SAN YSIDRO HEALTH LEAN TRANSFORMATION April House, LVN, MHA, CPHQ, CSSMBB Chief of Quality & API SAN YSIDRO HEALTH OVERVIEW SAN YSIDRO HEALTH OVERVIEW 14 Medical Clinics 6 Dental Clinics 6 Behavioral Health
More informationThe basic concept of waste
The basic concept of waste Waste Value-adding Customer demand Value stream = all processes and work steps between withdrawal of raw material and delivery of finished good Customer satisfaction The customer
More informationLEAN MANUFACTUING-CONCEPT, LIMITATION, APPLICATIONS: AN OVERVIEW
LEAN MANUFACTUING-CONCEPT, LIMITATION, APPLICATIONS: AN OVERVIEW Submitted By Ms. PUNAM NIVRUTTI PATIL DPGD/OC13/1243 SPECIALIZATION: OPERATIONS WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEACH
More informationUsing Hoshin Kanri & Baldrige to Improve Performance
Using Hoshin Kanri & Baldrige to Improve Performance Excellence Award 2013 Notable Strengths Use of Hoshin Management by Fact Culture of Problem Solving and CSI Our Vision Winona Health will be a recognized
More informationLEARNING TO SEE an introduction to lean thinking
LEARNING TO SEE an introduction to lean thinking 2 Why Lean? Customer satisfaction Market share Costs 3 Where did Lean come from? Henry Ford First flow production line 1960s The term Lean originated International
More informationValue Driven Solutions The Resource for the Lean Enterprise. w w w. v d s c o n s u l t i n g g r o u p. c o m
By Value Driven Solutions The Resource for the Lean Enterprise w w w. v d s c o n s u l t i n g g r o u p. c o m The World Class Enterprise Through the Value Driven Approach Features of a World Class Enterprise
More informationOperations Management - 5 th Edition
Chapter 15 Lean Production Operations Management - 5 th Edition Roberta Russell & Bernard W. Taylor, III Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Lecture
More informationWebinar 3 Creating a Culture of Lean March 22, 2016 Presented by: John L. Roberts, MA
2016 SHIP Lean Training & Mini-Project Webinar 3 Creating a Culture of Lean March 22, 2016 Presented by: John L. Roberts, MA 1 Today s Agenda Building a Lean Culture The Concept of Kaizen Lean Metrics
More informationKAIZEN FROM START TO FINISH?
1 KAIZEN FROM START TO FINISH? Vinay Goyal 2 Disclaimer This presentation has nothing to with my current employer and its internal practices. I will try to avoid sharing names and internal practices of
More information"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007
"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007 LAKRE 2007 1 Lean Manufacturing What is Lean Manufacturing? A philosophy
More informationOrganizational Effectiveness
Organizational Effectiveness Second Edition Donna C. S. Summers I niwrsity of Dayton Columbus, O Contents Organizational Effectiveness. ' 2 What is an effective organization? 4 ' How is an effective organization
More informationThe Impact of Quality Culture on Quality Risk Management. FDA Perspective on Quality Culture; how it Impacts Risk Management
The Impact of Quality Culture on Quality Risk Management FDA Perspective on Quality Culture; how it Impacts Risk Management Teresa Gorecki Practice Lead Compliance Architects Agenda The WHAT Definitions
More informationThe Business of Dermatology
The Business of Dermatology Disclosure We have no Financial Disclosures Physicians in private practice have to accept that they are businessmen as well as healing professionals, and that both the clinical
More informationIT 470a Six Sigma Chapter X
Chapter X Lean Enterprise IT 470a Six Sigma Chapter X Definitions Raw Materials component items purchased and received from suppliers WIP work in process, items that are in production on the factory floor
More informationThe power of the Converge platform lies in the ability to share data across all aspects of risk management over a secure workspace.
Converge Platform The transition to value-based care is breaking down the barriers between the CNO, CMO, and Chief Legal Counsel in managing enterprise risk. It s time to take a proactive systems approach
More informationSubmitted by: Michele Jordan, Vice-President, Quality Improvement and Transformation, Rouge Valley Health System
Submitted by: Michele Jordan, Vice-President, Quality Improvement and Transformation, Rouge Valley Health System Project Name: Implementing Our QIP Coaching Circle #:QIP-3 1. Aim Statement: At Rouge Valley,
More informationUsing the Sterling/Baldrige Management System to Build an Integrated and Sustainable Organization
St. Petersburg Tampa ASQ Chapter January 12, 2009 Using the Sterling/Baldrige Management System to Build an Integrated and Sustainable Organization Robert Madeiros Supplier Quality Engineering Manager,
More informationFrom KAIZEN to LEAN to GREEN. Kaizen Institute Masaaki Imai
From KAIZEN to LEAN to GREEN 2016 Kaizen Institute Masaaki Imai Kaleidoscope of Terms Toyota Production System Baldrige Six Sigma Gemba 5S Kanban Supermarket EFQM Efficiency KAIZEN (Original Definition)
More informationSharing Your Lean System For Total Success
Sharing Your Lean System For Total Success How to use your Lean system to all stakeholders benefit Presented by Russ Scaffede Chairman, Board of Advisors OPS, Inc. Former VP at Toyota Motor Manufacturing
More informationThese tend to be sequential, and offer increasing levels of efficiency to an organisation.
3 Forms of Waste There are 3 forms of waste in any organisation; muda (tasks with no value add), mura (where things are done inconsistently) and muri (where excessive effort is used). Benefit of thinking
More informationCreating a Culture of Safety and Reliability
Creating a Culture of Safety and Reliability Gary R. Yates, MD Senior VP and CMO Sentara Healthcare 2011 IHI National Forum 1 Sentara Healthcare 123-year not-for-profit mission 10 hospitals; 2,349 beds;
More informationLean Government Metrics Guide
Lean Government Metrics Guide Lean Government Metrics Guide This Lean Government Metrics Guide is a resource to help government agencies understand and select metrics to support their implementation of
More informationCh 26 Just-In-Time and Lean Production. What is Lean Production? Structure of Lean Production System. Activities in Manufacturing.
Ch 26 Just-In-Time and Lean Production Sections: 1. Lean Production and Waste in Manufacturing 2. Just-in-time Production Systems 3. Autonomation 4. Worker Involvement What is Lean Production? Lean production
More informationFROM PERCEPTION TO MEASURED REALITY. Leverage Analytics to Improve Clinical & Economic Outcomes 1 A 5-MINUTE EXECUTIVE BRIEF FROM ECOLAB HEALTHCARE
FROM PERCEPTION TO MEASURED REALITY Leverage Analytics to Improve Clinical & Economic Outcomes 1 A 5-MINUTE EXECUTIVE BRIEF FROM ECOLAB HEALTHCARE A UNIVERSAL TRANSFORMATION Turning Data into Actionable
More informationAccelerating, Achieving & Sustaining Performance Excellence
Accelerating, Achieving & Sustaining Performance Excellence Rural Health Innovations Webinar May 7, 2015 Today s Discussion Explore the Baldrige Performance Excellence Framework What is performance excellence?
More informationSharing Your Lean System For Total Success
Sharing Your Lean System For Total Success How to use your lean system to all stakeholders benefit Presented by Russ Scaffede Chairman, Board of Advisors OPS, Inc. Former VP at Toyota Motor Manufacturing
More informationLean Six Sigma Black Belt Week 3
Lean Six Sigma Black Belt Week 3 Chapter 3-1: Lean Re-Entry and Process Institute of Industrial Engineers 3577 Parkway Place Suite 200 Norcross, GA 30092 Lean Six Sigma Black Belt Week 3 Agenda Day 1 Day
More informationLearning Objectives. 1. Explain how lean systems improve internal and supply chain operations
CHAPTER EIGHT Lean Systems McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives 1. Explain how lean systems improve internal and supply chain operations
More informationLean 101: An Introduction
Lean 101: An Introduction What is Lean? A systematic way of designing or improving a process or value stream that: Eliminates waste Improves quality Reduces costs Delights customers Improves employee satisfaction
More informationLean Silver Certification Essential Body of Work
The Essential Body of Work (EBW) describes the tasks conducted by lean professionals and thus lays the groundwork for understanding and evaluating the Lean Certification requirements. The tasks are listed
More informationGeneric Case Study. Initial Condition. 1. Stability
Generic Case Study This example is based on an actual project. Names of people and details about processes have been hidden. To achieve the current state it took 25 months, 1 fulltime kaizen leader, dedicated
More informationLecture 9 MBF2213 Operations Management Prepared by Dr Khairul Anuar. L9: Lean synchronization
Lecture 9 MBF2213 Operations Management Prepared by Dr Khairul Anuar L9: Lean synchronization 1 Lean operations Operations strategy Design Improvement Lean operations Planning and control The market requires
More informationIt s Not Easy Being Lean. C G Clark Consulting Group
It s Not Easy Being Lean 1 It s Not Easy Being Lean or Lean - - it s not just for manufacturing anymore or Do I have to be Mean to be Lean? Abq INCOSE July 7, 2010 Sheri Clark Clark Consulting Group 2
More informationMoving Beyond Heroics using Lean Thinking and a Lean Management System
Moving Beyond Heroics using Lean Thinking and a Lean Management System Kim Barnas, Past Senior Vice President ThedaCare, and President Appleton Medical Center and Theda Clark Medical Center Faculty, ThedaCare
More informationDeveloping A Balanced Scorecard to Measure Organizational Performance
Developing A Balanced Scorecard to Measure Organizational Performance Ed Hardin, Senior Vice President, Beaumont Health Dennis Mullins, Senior Vice President, Indiana University Health FACULTY DISCLOSURES
More informationA PM on Lean Production Randel Ltd.
A PM on Lean Production Randel Ltd. RANDEL LTD. INDUSTRY STREET 8 38267 WOMANCHESTER ENGLAND Written by: Tobias Reith, BSc Course: Lean Production (2016) Linköping University, Sweden A PM ON LEAN PRODUCTION
More informationCreating a Culture of Excellence Mercy Regional Health Center. Kansas Healthcare Collaborative Summit on Quality October 22, 2010
Creating a Culture of Excellence Mercy Regional Health Center Kansas Healthcare Collaborative Summit on Quality October 22, 2010 Objectives Identify two best practices to develop leadership team and improve
More informationImplementing a Leading Indicator Management Scorecard
Implementing a Leading Indicator Management Scorecard 28 October, 2010 Kip Carter Director of Industry Solutions IHS, Inc. (formerly Syntex Management Systems, Inc.) Presenter Background HSE Professional
More informationLean Performance. Lean Performance Measurements
Lean Performance Measurements Presented by Brian Maskell, President BMA Inc. Lean Performance Measurements Measurements that motivate people to lean improvement. Measurements that provide excellent operational
More informationWhat to Measure? Lean Initiative or Outcome of Lean Strategy
Lean Accounting Lean IT Lean Accounting 8/29/2017 What to Measure? Lean Initiative or Outcome of Lean Strategy with Jean Cunningham Building LEAN Beyond Manufacturing Managing Times Press, 2003 Shingo
More informationLean Healthcare Metrics Guide
Lean Healthcare Metrics Guide Lean Metrics Guide Page 1 This Lean Metrics Guide is a resource to help organizations understand and select metrics to support their implementation of Lean and Six Sigma two
More informationMorning. Lunch Afternoon
4 July 2013 FHHR Morning Incident Analysis: introduce tools to assist with the review of events (near miss or actual) and determine system changes Start on Daily Visual Management Lunch Afternoon Daily
More informationLean ITIL at Jazz Aviation April Professional Development Summit (PDS)
Lean ITIL at Jazz Aviation April 2014 Professional Development Summit (PDS) Agenda A bit about Jazz Lean at Jazz Six Sigma and Continuous Improvement How to know which tool to use Examples from the shop
More informationThe Thinking Approach LEAN CONCEPTS , IL Holdings, LLC All rights reserved 1
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Tools to Drive Kaizen Activity CREATING A LEAN TRANSFORMATION All rights reserved 2 IMPLEMENTATION PLANNING MILESTONES: 1. Setting targets quantify
More information1. Quality Right First Time for product and services will ensure fulfillment of external and internal Customers satisfaction. 2. It is a coordinated a
1. Quality Right First Time for product and services will ensure fulfillment of external and internal Customers satisfaction. 2. It is a coordinated activity to direct and control an organization with
More informationThere s No Crying in Management! Bridgton & Rumford Hospitals
There s No Crying in Management! Bridgton & Rumford Hospitals R. David Frum President & CEO John Ludwig Vice President, Operations There is No Crying in Management R. DAVID FRUM PRESIDENT AND JOHN A. LUDWIG
More informationCultural & Strategic Alignment
1 Cultural & Strategic Alignment Steven Boyd Director of Continuous Improvement Tokheim Global Adam Buckley Leadership & Enterprise Excellence Coach Excellence Through Design 2 3 4 5 2017 Continuous Improvement
More informationHR is Critically Important to the Lean Transformation
HR is Critically Important to the Lean Transformation 2014 Lean HR Summit with Jean Cunningham Building LEAN Beyond Manufacturing Managing Times Press, 2003 Shingo Prize, 2004 Productivity Press, 2007
More informationInternational Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting
International Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting DAC Annual Grand Meeting 5 June 2014 Competition 2 Competing for Resources (Capital, Raw Material,
More informationLean Is a Journey, Not a Destination. Phillip Poston Director of Communications Hytrol
Lean Is a Journey, Not a Destination Phillip Poston Director of Communications Hytrol The Journey Begins 2003 Research Visited different companies Attended seminars & consulted with academia Analyzed the
More informationNational Rural Health Resource Center Lean Culture - Webinar 3 April 10, Presented by: John L. Roberts, MA Lean Healthcare Black Belt
National Rural Health Resource Center Lean Culture - Webinar 3 April 10, 2015 Presented by: John L. Roberts, MA Lean Healthcare Black Belt Today s Agenda Building a Lean Culture The Concept of Kaizen Lean
More informationDial-in Number: Access code: # Go to: Use the JOIN A SESSION button Enter the Access Code:
Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433 This presentation may appear different on your computer
More informationOptimization: The Next Frontier
Optimization: The Next Frontier A White Paper Impact Advisors LLC January 2015 400 E. Diehl Road Suite 190 Naperville IL 60563 1 800 680 7570 Impact Advisors.com Table of Contents Introduction... 3 Optimization
More informationPowerful Performance Measurements for Control and Rapid Improvement
Powerful Performance Measurements for Control and Rapid Brian H. M askell Pr esident, B M A I nc. BMA Inc. 100 Springdale Road, Cherry Hill NJ 08003 USA www.maskell.com 1 2 Lean Performance Measurements
More informationWelcome to Practice Governance and Management 5th Edition Standards
At QPA, we value general practice. We are GPs. We understand how hard had it is to be a GP. One minute you can be seeing a child with a sore throat, explaining the need or otherwise for antibiotics, the
More informationLeading High Reliability Organizations in Healthcare. Richard Morrow, MBA, MBB Author/Founder RPM Exec (847)
Leading High Reliability Organizations in Healthcare Richard Morrow, MBA, MBB Author/Founder RPM Exec (847) 989-3333 rpm@rpmexec.com www.rpmexec.com 1 Baseline Performance Healthcare Compared 2 Organizations
More informationWhat Matters Most? Integrating a Culture of Improvement with a long-standing Culture of Excellence at the Cleveland Clinic
What Matters Most? Integrating a Culture of Improvement with a long-standing Culture of Excellence at the Cleveland Clinic Tim Pettry Process Improvement Specialist Cleveland Clinic Top 5 U.S. Hospitals
More informationCHKD Nets $22M in CFO-Validated Savings with a Blend of CBA s 100-Day Workouts and High Impact Margin Improvements
CHKD Nets $22M in CFO-Validated Savings with a Blend of CBA s 100-Day Workouts and High Impact Margin Improvements CHALLENGE With reimbursement rates the lowest in history, and a higher cost structure
More informationHealth PEI Pursuing Quality & Excellence
Health PEI Pursuing Quality & Excellence Quality Board Standard Version 11 June 1, 2016 Table of Contents 1.0 Introduction... 4 2.0 Components to a Health PEI Quality Board... 4 3.0 Quality Huddles...
More informationPerformance Improvement: What Matters Most
Performance Improvement: What Matters Most Jessica Jones, CHFP Managing Director jjones@hurconconsultinggroup.com 303-619-1379 RaNae Wright, MHA Community Market Leader ranae.wright@studergroup.com 513-236-9092
More informationReal Lean vs Pretend Lean
Real Lean vs Pretend Lean What s the Difference? Roger Olson January 10, 2006 SYSTEMS Quality Consulting 1 Agenda History of Real Lean What is Real Lean Where does pretend lean come from? (Case Studies)
More informationLeanovations Lean Newsletter - January 2016 Issue
Page 1 of 5 Leanovations, LLC Lean Newsletter January 2016 Issue A Veteran Owned Company In This Issue Begin the New Year by Developing a Strategic Deployment Plan Developing a Lean Supply Chain Partnership
More informationThe PCL Alverno Difference Quality Driven Patient Focused Elevating the clinical laboratory and diagnostic capabilities of hospitals and healthcare
The PCL Alverno Difference Quality Driven Patient Focused Elevating the clinical laboratory and diagnostic capabilities of hospitals and healthcare providers. Our Journey to Implement the Culture of Continuous
More informationSt. Mary s/duluth Clinic Health System
St. Mary s/duluth Clinic Health System 1 Executive Summary Industry Health Care Key Company Stats An innovative leader in health care within northeastern Minnesota and Wisconsin, St. Mary s/duluth Clinic
More informationlean value assessment Creating Higher Profi ts by Reducing Waste
lean value assessment Creating Higher Profi ts by Reducing Waste Lean Value Stream Assessment Tool A diagnostic tool developed from industry standards to compare ISI clients against World Class metrics
More informationActivity to Results. CSI as a Strategy Transforming our Culture
Winona Health s Continuous Systems Improvement (CSI) Journey Lean 2.0 Activities to Results! WH CSI Journey/Activities 100 80 60 40 20 0 2009 2010 2011 2012 5S Kaizen/CIP Activity to Results Strategy not
More informationManaging for Daily Improvement
Managing for Daily Improvement Standard Work and Tools For Management to Drive Continuous Improvement Front Line Leadership Development System Module Part 1 of 12 MDI Workshop Agenda 2 Day Monday Tuesday
More informationDan Bergeron SigmaPoint Technologies
Dan Bergeron SigmaPoint Technologies Stéphane Dubreuil SigmaPoint Technologies Creating an Army of Scientific Thinkers Connected to True North " Dan Bergeron President & CEO Stéphane Dubreuil V.P. of Operations
More informationMeasurement Systems to Support Quality and Safety. Chuck Derus, MD Vice President - Medical Management
Measurement Systems to Support Quality and Safety Chuck Derus, MD Vice President - Medical Management Why? Mrs. Stevens Bill Saunders Mr. Jones World class Criteria 4.1 How do you select, collect, align,
More informationHow to Change the Culture of an Organization. Debbie Ritchie COO
How to Change the Culture of an Organization Debbie Ritchie COO Debbie.Ritchie@StuderGroup.com www.studergroup.com About Studer Group Our mission is to make healthcare a better place for employees to work,
More informationHow To Manage In A Lean Environment And Link Organizational Strategy To Continuous Daily Improvement
How To Manage In A Lean Environment And Link Organizational Strategy To Continuous Daily Improvement October 4, 2012 Larry Sobal ThedaCare System Vice President of Cancer and Cardiovascular Services Focus
More informationLean Sensei Self-Assessment Supplement Key Metrics (Example)
Lean Sensei Self-Assessment Supplement Key Metrics (Example) Thank you for sharing your Lean Sensei Self-Assessment Score and providing evidence (proofs) to support your score. This template is intended
More informationCreating a Culture of Compliance Through Effective Program Structure 2012 HCCA Compliance Institute
Creating a Culture of Compliance Through Effective Program Structure 2012 HCCA Compliance Institute Sarah Campbell, Director Al Josephs, Senior Director Ryan Whitehill, Manager Ethics and Compliance Tenet
More informationIs there a Roadmap for Transformation?
Is there a Roadmap for Transformation? Continuous Improvement in Healthcare: A Roadmap for Transformation Cleveland Clinic November 12, 2012 Alice Lee Vice President, Business Transformation Beth Israel
More informationDynamic Value Stream Transformation
Welcome Fellow CI Practitioners Dynamic Value Stream Transformation Rod Smith Director of Operation Excellence The Duha Group Who We Are The Duha Group of Companies Members Canada - 1949 USA - 1992 Australia
More informationErnst & Young Lean Management
Ernst & Young Lean Management LEAN excellence in operations Lean is a methodology currently used by most leading multinationals, which allows companies to gain competitive advantage, provides the organization
More informationManaging the Lean Transformation
Managing the Lean Transformation 22-23 February & 18-19 April 2016 Description: This four-day course will introduce operations managers to the system of philosophies and methods that are necessary for
More informationUsing Business Analytics to Improve Hospital Performance. Sandi Piatz, MBA Sr. Manager
Using Business Analytics to Improve Hospital Performance Sandi Piatz, MBA Sr. Manager 701.476.8876 spiatz@eidebailly.com Technology Evolution Third Platform Cloud computing, mobile, big data, social Client
More information