Professional Documents
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Lean Operation in Health Care
Lean Operation in Health Care
Introduction
-Lean thinking begins with driving out waste so that all work adds value and serves the customer's needs -Identifying value-added and non-value-added steps in every process is the beginning Requirement
Workers must rely on multiple, complex processes to accomplish their tasks Provide value to the customer or patient
Work sampling
Reducing excessive inventories
Laboratories
Emergency Departments
Operating Rooms
Pharmacies
Food Service
Transportation
Motion
Inventory
Defects
Label on the wrong tube, Wrong procedure ,Wrong patient ,Missing information.
MUDA Approach
It eliminated idle time created when materials, information, people or equipment were not ready.
Spaghetti Diagram
Use of
Sensors,
Counters Checklists to re-design the service, administrative processes maps
to develop systems that provides: What the Patent wants, Using the Method the Patient wants/needs, When a Patient wants/needs it.
Applying Kanban system like tubing. Using C.P.I., the hospital has reduced the waiting time. Using C.P.I., the hospital has eradicated the problem of
The cost per patient actually fell by 3.7 percent after its implementation.
Productivity improvement >30% Space savings of >450 sq ft Standardized work practices Reduction in Errors and Error Potential Test Turnaround Time (CT) reduced by 50%
5S in Healthcare
5S is a workplace organizational tool that creates an environment that allows work to flow, in safe, organized, intuitive and sustainable way.
Sort : Separate what is
unnecessary
Tube Rack
LabWall Panel
Organizer Bins
Tilt Bins
Workstation Risers
Group Technology
One Worker, Multiple Machines
Machine 2 Machine 3 Machine 1
Materials in
Machine 5
Using lean management principles since 2002 To eliminate waste, Virginia Mason created more capacity in existing programs and practices so that planned expansions were scrapped, saving significant capital
expenses.
Participated in Rapid Process Improvement Weeks(RPIW) in which teams analyze processes and propose, test, and
implement improvements.
INVENTORY PRODUCTIVITY FLOOR SPACE LEAD TIME PEOPLE DISTANCE PRODUCT DISTANCE SET UP TIME
36% redeployed Down 41% Down 65% Down 44% Down 72% Down 82%
conducted a three-day lean overview workshop 44 action items for reducing the time needed to admit, treat and discharge non-critical ER patients
Changes made by the hospital included standardizing mobile supply stations; labeling racks, trays and drawers; installing a color-coded
flag
system
outside
patient
rooms;
issuing
patients
red allergy armbands to alert medical staff; and adding a holding area for patients who need to see a doctor but who don't need a
room.
turnaround times.
room employees are now more empowered to take initiative and make changes that could positively impact their work process a hallmark of the lean system.
References
Graban, Mark; 2009, Lean Hospitals, Improving quality, patient safety, and employee satisfaction. CRC Press, London p75 Liker.JK & Meier DP; 2007,Toyota Talent. Developing your people the Toyota Way, McGraw-Hill, New York http://www.leanblog.org/
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