LEAN and Information Management Department Name

Transcription

1 LEAN and Information Management Department Name Prepared by: Michael Bannister, HCS Prepared for: IM Community 26-Sept-17

2 Agenda 1. Why LEAN is important 2. History of LEAN 3. LEAN Thinking Overview Department Name 4. LEAN Technique 5S 5. LEAN and IM in action 6. Wrap up

3 Why is LEAN Thinking Important to you? Government is investing into LEAN via The Way Forward Action 2.47 Reducing Red Tape and Publish Service Standards for Major Programs Roll out of process improvement projects LEAN certification program Department Name LEAN has been highlighted as a means to work smarter and streamline processes.

4 Department Name Source:

5 LEAN Thinking Lean is a systematic approach of eliminating waste so every step adds value for the Client. What is Value? A capability provided to a client at the right time at an appropriate cost, as Department Name defined by the client. What is Waste? Anything other than the minimum amount of equipment, space, and worker s time which are absolutely essential to add value to the product or service. There are 7 Forms of Waste.

6 Overproduction Producing more/sooner than the Internal or External customer needs. "What do you mean the design's been changed!"

7 Waiting Long periods of inactivity for people, information, machinery or materials. The parts were supposed to be here yesterday!"

8 Waiting Long periods of inactivity for people, information, machinery or materials. I m the only one here on time

9 Transportation Excessive movement of people, information or materials. I had to go across the street!"

10 Inappropriate Processing Using the wrong set of tools, procedures or systems. Bigger is not necessarily better!"

11 Inappropriate Processing Using the wrong set of tools, procedures or systems. We have to talk about the length of your s

12 Unnecessary Inventory Excessive storage and delay of information or products. We re running out of room. We need to expand!"

13 Unnecessary Motion Any motion that does not add value to the product or process. There s got to be an easier way!"

14 Defects Frequent errors in paperwork, product quality problems etc.. Of course it s taking a long time!"

15 Lean Thinking 7 Forms of Waste Overproduction - Producing more/sooner than the internal or external clients needs Waiting - Long periods of inactivity for people, information, machinery or materials Transportation - Excessive movement of people, information or materials Inappropriate Processing - Using the wrong set of tools, procedures or systems Department Name Unnecessary Inventory - Excessive storage and delay of information or products Unnecessary Motion - Any motion that does not add value to the product or process Defects - Frequent errors in paperwork, product quality problem, etc.

16 What are LEAN Drivers? Department Name Process Flow Elimination of Waste Process People Client Success Lean Thinking Employee Involvement Technology Tools to support people and process

17 LEAN Tools & Techniques Department Name

18 What s wrong with this picture?

19 5S is a methodology for organising, cleaning, securing and What is 5S? sustaining a productive and safe working environment Exposes waste and makes abnormalities immediately visible. Remember A place for everything and everything in its place

20 Benefits of 5S 1. Safety, secure and environmental benefits 2. Status visually apparent 3. Space efficiency 4. Quick tool retrieval 5. Newcomers understand and learn faster 6. Psychological benefits of tidiness and order

21 1. Sort 5. SUSTAIN 5S 2. SIMPLIFY 4. STANDARDIZE 3. SHINE

22 5S ~ Sort Decide which items are necessary to accomplish your work Remove all items that are unnecessary for current production or clerical operations Improves Safety Workflow Quality Communication Necessary from the Unnecessary

23 3 Basic Questions to Ask 1. Is this item necessary? 2. If it is necessary, is it necessary in this quantity? 3. If it is necessary, does it need to be located here?

24 Red Tagging In Action

25 Red Tagging In Action

26 1. SORT 5. SUSTAIN 5S 2. SIMPLIFY 4. STANDARDIZE 3. SHINE

27 5S ~ Simplify Simplify means arranging necessary items so they are readily available & labelled, then anyone can locate & return them. Simplify eliminates waste in production and process activities The key word is anyone

28 5S ~ Simplify When Simplifying, consider Standardising Create a consistent approach to tasks and procedures Simplify is the core of standardisation Locate by frequency of use Place frequently used items near the place of use Store infrequently used items away from the place of use Store items together if they are used together; store them in the sequence in which they are used

29 Simplify Examples

30 Simplify Examples

31 Simplify Examples

32 Simplify Examples

33 Simplify Examples Identify Minimum & Maximum for items located in area

34 Simplify Examples

35 Simplify Examples

36 Simplify Examples

37 1. SORT 5. SUSTAIN 5S 2. SIMPLIFY 4. STANDARDISE 3. SHINE

38 5S ~ Shine Keep Everything Swept & Clean Always No more Spring Cleaning Cleaning part of daily routine Items are clean & ready for use Clean Everything

39 5S ~ Why Shine Improves Safety Reduces Cross-contamination Improves Customer Perceptions Reduces waste of movement & overprocessing Improves morale

40 1. SORT 5. SUSTAIN 5S 2. SIMPLIFY 4. Standardize 3. SHINE

41 5S ~ Standardize Standardize is the method by which you maintain the first 3S s Maintaining the first 3S s

42 Purpose 5S ~ Standardize The basic purpose of Standardize is to: Prevent setbacks in the first 3S s To make implementing them a daily habit To ensure all 3S s are maintained in their fully implemented state Making Sort, Simplify and Shine a Habit

43 Visual 5S ~ Standardize Anyone should be able to distinguish between standard and non-standard conditions

44 5S ~ Standardize Four Activities of Standardization 1. Reviewing the sorting activity 2. Reviewing and documenting the simplifying activity 3. Reviewing the shine activity lists 4. Establish a responsible schedule

45 Implementing Standardize Assign responsibilities and publish schedule: 1. Who? 2. What? 3. Where? 4. When? 5. Materials Need?

46 1. SORT 5. Sustain 5S 2. SIMPLIFY 4. STANDARDISE 3. SHINE

47 5S ~ Sustain Performing 5S on an ongoing and systematic basis Importance Without Sustain, the first four S s cannot be maintained Making a habit of using correct procedures

48 5S - Before & After Example

49 LEAN

50 LEAN in Action within IM Department Name

51 LEAN and IM Like manufacturing processes, document and records management processes consume resources and require the management of changes and additions. Improvements to document and records and information management processes can provide quantifiable benefits similar to those of manufacturing Department Name process improvements, that is, greater efficiency, faster response, enhanced customer service, reduced costs and increased quality. Source: Streamlining Enterprise Records Management with Lean Six Sigma by Brett and Queen (2005), p.60

52 Department Name

53 Fax-based Process Air Service Reports and Air Ambulance Pre-Screening Fax comes in from RHAs Faxes remains in the fax tray until someone retrieves it Staff person retrieves the fax and check to see if a pages are missing Staff person brings the faxes over to a cubicle and leaves them on a desk or in a file cabinet before processing Staff person then enters data into Air Ambulance System Department Name Faxes are walked over to manager s office Manager reviews the faxes to make sure their okay (e.g., missing page) Manager leaves them on his desk or in a file cabinet before processing Manager enters Air Ambulance data into a separate spreadsheet 55

54 Fax comes in from RHAs Risk: Anyone can come by and view sensitive medical records Faxes remains in the fax tray until someone retrieves it Staff person retrieves the fax and check to see if a pages are missing Staff person brings the faxes over to a cubicle and leaves them on a desk or in a file cabinet before processing Staff person then enters data into Air Ambulance System Department Name Risk: Paperbased records are prone to more human errors Faxes are walked over to manager s office Manager reviews the faxes to make sure their okay (e.g., missing page) Manager leaves them on his desk or in a file cabinet before processing Manager enters Air Ambulance data into a separate spreadsheet Risk: Proper and secure disposal is required for all paper-based records - Approximately 3,500 pages of medical records with sensitive PHI were annually collected, handled, storage and require proper disposal 56

55 Benefit: RHAs do not have to change any of their current process Department Name Fax comes in from RHAs. Copier picks up fax and converts it to Staff person check (or could be notified) to see if new faxto- are in Staff person enters data into Air Ambulance System Benefit: Fax is stored in a restricted account. No paper is printed. Benefit: Manager is prompted when a new report is ready Person places new report into TRIM TRIM sends an alert to Manager indicating a report is read to be reviewed Manager enters Air Ambulance data into a separate spreadsheet 57

56 Results Zero paper footprint Deflected the production of approximately 25,000 sheets of paper (since June 2013). Department Avoided Name the cost of misfiling of $108,000 Avoided the need to use 20 linear feet to store fax paper. Result: Win Win Improved protection of privacy Reduction in operating cost

57 Wrap Up Consider LEAN when developing your learning plan Ask your supervisor or human resources about LEAN and how your team could avail of it. Department Name Thank you for your time Any Questions?