LEAN Principles as Management Mindset & Improvement Tool Set. What is Lean?. A system: flow, pull and strive for excellence Not a set of isolated practices A process, a journey Not an end state A thought revolution.
A philosophy that shortens the time between the customer order and delivery by eliminating waste
Traditional Improvement Approach
Value Stream Approach
Everything, including non-value added activities, that achieves the transformation from raw information/material into what the customer is willing to pay for
Network of processes and operations that make materials and information flow
Includes the communication of current and future demand throughout the value stream
First Unit Dose for Medication on Nursing Unit
Total time = 70 minutes
VA time = 6.5 minutes
Percent of NVA time = 91%
Travel distance = .25 mile
Number of Process steps = 25
Value-added steps = 4
Number of Inspection steps = 4
Number of queues = 11
Because most processes are 95–99% non-value-added, a focus on eliminating waste is the best leverage for an improvement effort.
Is it possible to get all the waste out?
Create a place for everything and a way to keep everything in its place
Visually examine the work area to differentiate normal from abnormal conditions
Document and use consistent work methods
Hold the gains
Opportunities for Errors
Level 4: Self Inspection
Level 3: Work Unit Inspect
Level 2: Company Inspects
Level 1: Customer Inspects
.Count the o’s.
.Score the number at the bottom of the page.
To be, or not to be; that is the question:
Whether ‘tis nobler in the mind to suffer
The slings and arrows of outrageous fortune,
Or to take arms against a sea of troubles,
And, by opposing, end them. To die, to sleep—
No more—and by a sleep to say we end
The heartache and the thousand natural shocks
That flesh is heir to—‘tis a consummation
Devoutly to be wished. To die, to sleep.—
To sleep, perchance to dream. Ay, there’s the rub.
adapted from Hamlet, William Shakespeare