Going lean can it work for the medical university
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Going Lean Can it work for the Medical University?. Jennifer Hooks MBA Manager, Performance Improvement Six Sigma Master Black Belt Lean Sensei. What we hope to accomplish. Acquaint you with the concepts of Lean Introduce some of the language

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Going Lean Can it work for the Medical University?

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Going lean can it work for the medical university

Going LeanCan it work for theMedical University?

Jennifer Hooks MBA

Manager, Performance Improvement

Six Sigma Master Black Belt

Lean Sensei


What we hope to accomplish

What we hope to accomplish

  • Acquaint you with the concepts of Lean

  • Introduce some of the language

  • Answer the questions, “What is it? What’s in it for me?”


What is lean

What is Lean?

  • Narrow Definition

    • Tools

    • Cost Cutting

  • Broader Definition

    • A management approach that seeks to maximize value to customers, both internal and external, while simultaneously removing wasteful activities and practices


What lean is not

What Lean is not

  • Layoffs

  • Customers = widgets

  • Making people work faster

  • Short term cost reduction program


Origins of lean

Origins of Lean

  • Benjamin Franklin,1700s

  • Coined the phrases

    • “Time is money”

    • “A penny saved is a penny earned”


Origins of lean1

Origins of Lean

  • Henry Ford, 1920s

  • Continuous Flow Assembly

  • Reduce wasted time

    • 1913-1914: doubled production with no increase in workforce

    • 1920-1926: Cycle time from 21 days to 2 days


Origins of lean2

Origins of Lean

  • Taiichi Ohno (1912-1990)

  • 1950’s: Toyota Production System

    • Continuous Flow Production

    • Just-in-Time (JIT)

    • Eliminate defects

    • Top management commitment

    • Employee participation

  • 1969: Established the Operations Management Consulting Group

    • “Trainers” commissioned to promote Lean thinking within Toyota and the firms in its supplier group


Going lean can it work for the medical university

Lean Thinking Process

The 5 steps to Lean Thinking …

2

Map the

Value Stream

Map all of the steps…value added, non-value added and…non-value added required that bring a product of service to the customer

Specify value from the customer’s perspective and express value in terms of a specific product

1

Specify Value

3

Establish Flow

The complete elimination of waste so all activities create value for the customer

5

Work to Perfection

The continuous movement of products, services and information from end to end through the process

4

Implement

Pull

Nothing is done by the upstream process until the downstream customer signals the need

What are your customers willing to pay for?


Specify value

Specify Value

  • Value is determined by the customer

    • The customer must be willing to pay for the activity

    • The activity must change the form, fit or function of the service or product

    • The activity must be done right the first time


Map the v alue stream

Map the Value Stream

  • Identify the stream of processes used to provide value

  • Obtain clear understanding of how the process currently operates

  • “Learn to see” and “Develop eyes for waste”


Process mapping

Process Mapping


5s philosophy organize the workplace

5S Philosophy: Organize the Workplace


Step 1 sort

Step 1: Sort

Before

After

Separate the needed from the not needed


Step 2 set

Step 2: Set

BEFORE

AFTER

A place for everything & everything in its place!


Step 3 shine

Step 3: Shine

“Shine” and inspect equipment to ensure it is in perfect working condition...

Add inspecting equipment into your work routine.

Daily housekeeping is important.

Regularly “shine” to ensure everything is in perfect working condition and clean


Step 4 standardize

Step 4: Standardize

Note: Blue taped outlines and labels ensure equipment is quickly found and returned to the same spot every time.

Standard Work requires determining the best method then following that method every time.


Going lean can it work for the medical university

Step 5: Sustain

Develop a method for sustaining your gains


Implement pull

Implement Pull

  • Produce work when initiated by customer demand

  • Smooth communication between process steps


Establish flow

Establish Flow

  • Remove non-value-added activities (wastes) from the process

  • Keep work moving at all times

  • Eliminate congestion


Work to perfection

Work to Perfection

  • A continual, never-ending journey

  • Constantly work on shortening work cycle

  • Quality and Quantity

  • Focus on what the customer values


  • Lean goals

    Lean Goals

    • Use a structured, consistent, and robust model of Performance Improvement

    • dentify the problem

    • easure the impact

    • roblem analysis

    • emedy the critical issues

    • perationalize the solutions

    • alidate the improvement

    • valuate over time


    Lean goals1

    Lean Goals

    • Build trust by removing fear

    • Initiate long-term cultural change

    • Communicate the vision to all staff

    • Active commitment of leadership is a must, in both words and action


    Conclusion

    Conclusion

    • We do not have a choice but to change.

    • Our goal is to move towards perfection, knowing there is a cost to all errors.

    • Understand the details of the processes in your area to identify waste.

    • Use a structured approach to IMPROVE your performance.

    • Involve all staff and your customers every step of the way.


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