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BHS Introduction to Lean September 24th, 2014. Agenda Welcome and Introductions Understanding Lean What is Value Identifying Waste Brief Introduction.

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Presentation on theme: "BHS Introduction to Lean September 24th, 2014. Agenda Welcome and Introductions Understanding Lean What is Value Identifying Waste Brief Introduction."— Presentation transcript:

1 BHS Introduction to Lean September 24th, 2014

2 Agenda Welcome and Introductions Understanding Lean What is Value Identifying Waste Brief Introduction to Lean Tools 2

3 Defining Lean “A systematic approach to identifying and eliminating waste (non-value-added activities) –through continuous improvement –by flowing the service –at the demand of the customer –in pursuit of perfection” 3

4 Defining Lean “Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change.” “Essentially, lean is centered on preserving value with less work.” 4

5 Why Lean? Budgets shrinking Positions vacated and not replaced, work redistributed Unwieldy processes No time to make it better, too much to do already! Stressful work environment Not responsive to our customers 5

6 What Can Lean Do for Me? Reduce time to complete tasks Take redundancy out of processes Increase quality of work completed Completion of a day’s work in a day… (less stress!) Proper use of technology Expand my abilities through cross-training Make my work-life more enjoyable! More time to complete other tasks Better serve both internal and external customers Sense of accomplishment and satisfaction 6

7 Understanding Lean In order to better understand Lean, we must first understand: Value Waste 7

8 Customer Value Customer Value Added Any activity that the customer expects and would be willing to pay for regarding the service provided. Non-Value Added Any activity that consumes time and resources, but from the customer’s perspective does not “add value” to the service provided. (These activities should be eliminated, simplified, reduced or integrated.) Non-Value Added, but Necessary Sometimes work must be performed in order to comply with state or federal regulations or as necessary business activities. (These activities should be simplified, reduced or integrated) 8

9 Sound Familiar? 9

10 Waste Any Non-Value added activity is considered “Waste”. Any activity which absorbs resources, but creates no value 10

11 Video Before Lean What did you see? 11

12 Focus - Eliminating Waste 12

13 Transportation Transporting documents and information around the office Examples: –Poor location of office to other essential departments –Physical routing of documents for signature –Routinely taking files to a central area away from your work area –No signs identifying areas or departments –Walking back and forth to correct mistakes 13

14 Transportation Centralized Printer 14

15 Inventory “Any supply in excess of a one-piece flow through your office process” Examples: –Batches of documents –Files pile up on or between work areas –Unbalanced work load in a process –Documents waiting to be matched or signed –Reward system based on “quantity buys” –No storage space because it is filled with supplies we don’t need yet 15

16 Inventory Arrived this morning… 16

17 Inventory Extracolorcartridge 17

18 Excess Motion “Any movement of people or action that does not add value to the service provided” Examples: –Poor layout of office area –Walking to printers and copiers –Un-filed papers– people must keep moving them –Poor workplace organization and housekeeping –Time spent looking for items because they do not have a defined place 18

19 Excess Motion 19

20 Waiting Idle time created when waiting for… –Documents in a batch not being attended to –Printer or computer break-down –Unbalanced Workload –Attendees not all on time for meetings –Redundant approvals –Routing for Signatures 20

21 Waiting 21

22 Overproduction Processing more information than is needed, or sooner than is needed, by the next step in the process Examples: –Working ahead. Making 5 days worth of work for the next step in the process. –Printing documents in batches due to long printer/copier set- up times –Printing documents and keeping an electronic, just-in-case –Memos/Emails to everyone 22

23 Over Processing Effort that adds no value to the service from the customer’s viewpoint Examples: –Printing, faxing, overnight mailing, and emailing the same memo –Filling out more information on a form than needed –Repetition of same information in different forms –Re-keying information Use of different or incompatible software Use of “back-up” software/systems (this is a biggie!) 23

24 Correction / Defects Inspection and correction of paperwork Causes of Defects: –Inadequately or improperly trained employees –Lack of communication/information –Performing monotonous work –Doing process in a rush –Poor design of forms and equipment –Lack of or confusing procedures 24

25 Underutilized People Not using people’s abilities, talents or skills Examples: –Not asking workers for input to make improvements –Inadequately or improperly trained employee –Unclear expectations of performance –Politics/Culture (department silos vs. shared resources) –Start using software without proper training –Not providing opportunity for growth 25

26 Video What changed? After Lean 26

27 Lean Tools 27

28 Kaizen - literally "change for the better" or "improvement“ 改善 In Japanese this is pronounced 'Kaizen'. 改 ('Kai') means 'change' and 善 ('zen') means 'good'. Definition - Kaizen 28

29 Kaizen Events: Key Elements Go to Gemba Observe, listen Look for work arounds and variations ID “extreme users” Build relationships, champions & language changes 29

30 5 Initial BHS Teams “Breakfast Club” - Living Community of St. Josephs, St. Joseph, MO Supply Acquisition - St. Anne Extended Care, Winona, MN Intercompany Therapy Billing - Corporate Finance, Cambridge, MN “Project Face Time” - St. Gertrude’s, Shakopee, MN New Employee Hire/Train/Retain Team & “Blissful Mornings” - Villa St. Vincent, Crookston, MN 30

31 What Can You Do? Identify opportunities in your own work areas to conduct a kaizen event. Reach out to the leaders of the first 5 events and understand how their improvements can apply to your areas. Contact your OVP and volunteer to participate in a future one-day Lean training session and conduct a kaizen event (dates scheduled for early December 2014 and February 2015). Apply what you have learned today!!! 31


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