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Implementing Lean in Healthcare Organizations Methods and Results John Beakes, Jr. President and CEO Operational Performance Solutions, Inc.

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Presentation on theme: "Implementing Lean in Healthcare Organizations Methods and Results John Beakes, Jr. President and CEO Operational Performance Solutions, Inc."— Presentation transcript:

1 Implementing Lean in Healthcare Organizations Methods and Results John Beakes, Jr. President and CEO Operational Performance Solutions, Inc.

2 2 Denver Health Results from Lean,

3 Dr. Berwick on Lean “If you doubt that we know what to do, visit Denver Health or ThedaCare or Virginia Mason, and see the Toyota principles of lean production learned, mastered, adapted, and deployed through entire systems and into the skills and psyches of entire workforces. The result, over $100 million in savings at Denver Health while vastly improving the experience and outcomes of patients.” 3 Observation from Donald M. Berwick, MD at the Keynote Presentation at IHI’s 23rd Annual National Forum on Quality Improvement in Health Care December 7, 2011 Orlando, Florida

4 4 Ggemba GSMED Gkanban A3 RIE Kaizen Poka-yoke JIT FMEA 5S Lean Six Sigma MBB

5 5 Transformation Has Two Elements Technical and Social Technical Tools and Techniques Pursuit of Perfection Value Stream Thinking Disconnected Process Improvement Tools Deployment Social Tools and Techniques Learning Organization Advanced Teambuilding Employee Empowerment Employee Engagement The Path to Lean

6 6

7 7

8 8 Quality “True North”

9 9 Quality “True North” Safety Patient Satisfaction Cost Employee Morale

10 Lean Deployment Guide 10

11 Healthcare People “Get” Lean Healthcare is the diagnosis and treatment of illness Lean is the diagnosis and treatment of processes The goal is to give healthcare professionals a new way to look at their processes using a small Lean toolset 11

12 Lean System Models 12

13 13 Denver Health Results from Lean,

14 14

15 15

16 16 Ref: Going Lean In Healthcare. Institute for Healthcare Improvement. 2005

17 17 A Medical Center Management System Model Medical Center

18 Benefits of a System Model Provides an integrating framework Clarifies system interactions Facilitates communications – Embodies “the story” Promotes consistency of purpose Enhances new employee training 18

19 Benefits of a System Model Provides an integrating framework Clarifies system interactions Facilitates communications – Embodies “the story” Promotes consistency of purpose Enhances new employee training 19 KEY TO SUSTAINMENT

20 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

21 21 Quality “True North”

22 22 Quality “True North” Safety Patient Satisfaction Cost Employee Morale

23 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

24 24

25 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

26 26 Leadership Commitment and Support

27 27 Leadership Commitment and Support Go See Ask Why Show Respect

28 28 Leadership Commitment and Support Go See Ask Why Show Respect Culture Centered on Patient Care Servant Leadership (EPIC) Employee Engagement Cascading Annual Planning Process

29 29 Principles Patient Centered

30 Value Stream Thinking and Organizational Structure

31 ED Pharmacy LAB Radiology Imaging Hospital Floor

32 ED Pharmacy LAB Radiology Imaging Hospital Floor

33 ED Pharmacy LAB Radiology Imaging Hospital Floor Performance Review; Professional Recognition; Promotions

34 ED Pharmacy LAB Radiology Imaging Hospital Floor Performance Review; Professional Recognition; Promotions Patient

35 ED Pharmacy LAB Radiology Imaging Hospital Floor Performance Review; Professional Recognition; Promotions Patient W WW WW W= WASTE

36 ED Pharmacy LAB Radiology Imaging Hospital Floor Performance Review; Professional Recognition; Promotions Patient W WW WW W= WASTE Value Stream Analysis Process

37 37 Principles Patient Centered Quality at the Source Standard Processes

38 Standard Work Chart & SPD Lead Checklist 38

39 39 Principles Patient Centered Quality at the Source Standard Processes Engaged Employees

40 Medication Sorting After ----->

41 Medication Sorting <----- Before After ----->

42 42 Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships

43 43 Objectives Defect Free Without Waste

44 Current Rounds made by a Floor RN

45 Roaming Supply Cart Frequently needed supplies are stored in drawers. Dietary items (i.e. spoons, applesauce, straws, thickener) are located in drawers separate from the linens.

46 46 Objectives Defect Free Without Waste Just-in-Time Continuous Flow

47 47 Decontamination

48 48 Decontamination Before After

49 49 Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement

50 Lower the water level Find rocks Remove them Lower the water level Find new rocks Remove them Lower the water level Etc., etc… Seek perfection (a never-ending process) 50

51 51

52 52 Denver Health Results from Lean,

53 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

54 The Key Processes for Lean Healthcare A3 Problem Solving Value Stream Analysis Process 54

55 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

56 Building a True Lean Culture Means winning “one heart and soul at a time” Each individual comes to a full commitment at their own individual pace Be patient - some who embrace it slowly become the strongest advocates You know you’re there when all employees engage in identifying and eliminating waste every day 56

57 57

58 58

59 59 Quality “True North”

60 60 Quality “True North” Safety Patient Satisfaction Cost Employee Morale

61 Leadership Commitment and Support Go See Ask Why Show Respect - Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process The Lean System of Patient Care Safety Quality Patient Satisfaction Cost Employee Morale “True North” Principles Patient Centered Quality at the Source Standard Processes Engaged Employees Pursuit of Perfection Supplier Partnerships Objectives Defect Free Without Waste Just-in-Time Continuous Flow Continuous Improvement Standard Work 5S/Visual Management A3 Problem Solving Value Stream Analysis Process (VSAP) Continuous Flow Mistake Proofing PDCA Pull Systems © Copyright Operational Performance Solutions, Inc.

62 62 Denver Health Results from Lean,

63 63 Contact Information Operational Performance Solutions, Inc. 77 East Main Street, Suite 402K Westminster, MD (410)


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