Lean healthcare is the application of “lean” principles in healthcare facilities to minimize waste in every process, procedure, and task through a continuing system of improvement. Using lean principles, all members of the organization, from clinicians to operations and administration staff, continually strive to identify areas of waste and eliminate the things that does not add value to patients.
Lean Six Sigma In Healthcare
Often tims confused, Lean and Six Sigma are often used in tandem in healthcare and other industries to create improvements, but they differ in some ways. Six Sigma is a metrics-driven system used to minimize medical errors and remove defects from processes involved in delivering care. Both strive to optimize operations and increase value for patients. However, while Lean focuses on eliminating waste, Six Sigma aims to reduce variation by decreasing defects to a specific statistical measure. In the last twenty years, the two systems have been combined into the hybrid improvement process called “Lean Six Sigma.”
- Introduction to Lean Enterprise - A history of Lean Enterprise and the need for change.
- Benefits: How Lean Enterprise benefits organizations in terms of productivity, cash flow, speed, quality, service levels and employee involvement.
- Lean Enterprise Vision: Example of a Lean vision that can be used to focus the organization on Lean Goals.
- Features of Outstanding Service Organizations
- Lean People: Characteristics of “Lean People”
- Lean Elements, Rules and Tools - A comprehensive review of core Lean Enterprise concepts.
- Eliminating Waste - Detailed review of the 8 types of waste that exist in all processes and the barriers encountered when attempting to eliminate waste.
- Kaizen (Rapid Team Problem Solving) and Process Mapping- Kaizen is the engine that drives the transformation of traditional business processes to a Lean Enterprise and it is the vehicle for continuous incremental improvement. Process Mapping is included in this section as it is an integral part of Kaizen.
- Value - Determination of Value as the critical starting point for the Lean transformation as well as ongoing continuous incremental improvement
- Value Defined
- Value- External Customer
- Value- Internal Downstream Customer
- Value- The customer of an external supplier
- Value Stream Mapping - Understanding how to map the Value Streams for the entire Lean Enterprise and how to distinguish between value added and non-value added processes. How Value Stream Mapping is used as both a strategic and planning tool.
- Flow – Understanding the importance and benefits of Flow and how this benefits cost, speed, quality and personnel requirements.
- Flow Defined
- Standard Work
- Takt Time
- Flow Cells
- One-need-flow versus traditional batch processing
- Balancing Work
- Level Loading
- Spaghetti Charts
- Identifying Process Variations
- Location of Equipment/Supplies
- Pull - Demand Based Systems.
- Pull Defined
- Point of Use
- Perfection - Methods to employ process designs to improve overall quality and reduce costs.
- Perfection defined
- Mistake Proofing
- 5 Why’s
- Design for Ease of Use
- Visual Workplace - Explanation of the Visual Workplace, and how can it be used to enhance productivity, pursue perfection and maintain a clean and safe workplace.
- 6S (Workplace Organization) - Comprehensive review of methods used to organize the workplace and provide a clean and safe environment that results in reduced costs.
- Total Productive Maintenance – Brief Review of TPM and autonomous maintenance concepts.
- Quick Change – Brief Review of Quick Change concepts and how these may be applied in the office.
- The Process of Change – How change is initiated, managed and evaluated. Why managing the process of change is critical.
- Lean Metrics - Key metrics and methods used to report continuous incremental improvement.
- Policy Deployment: How to align the objectives of the entire organization toward achieving critical company goals.
- The Lean Transformation Plan – Roadmap and planning issues to be considered when conducting a Lean transformation.
- Institutionalizing Lean – Keys to Success