Implementing Lean in Healthcare Organizations Methods and
Results John Beakes, Jr. President and CEO Operational Performance
Solutions, Inc. Slide 2 2 Denver Health Results from Lean,
2006-2011 Slide 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 IHIs 23rd Annual National Forum on
Quality Improvement in Health Care December 7, 2011 Orlando,
Florida Slide 4 4 Ggemba GSMED Gkanban A3 RIE Kaizen Poka-yoke JIT
FMEA 5S Lean Six Sigma MBB Slide 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 Slide 6 6 Slide 7 7 Slide 8 8 Quality
True North Slide 9 9 Quality True North Safety Patient Satisfaction
Cost Employee Morale Slide 10 Lean Deployment Guide 10 Slide 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 Slide 12 Lean
System Models 12 Slide 13 13 Denver Health Results from Lean,
2006-2011 Slide 14 14 Slide 15 15 Slide 16 16 Ref: Going Lean In
Healthcare. Institute for Healthcare Improvement. 2005 Slide 17 17
A Medical Center Management System Model Medical Center Slide 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 Slide 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 Slide 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 2008-2012. Operational Performance Solutions, Inc. Slide
21 21 Quality True North Slide 22 22 Quality True North Safety
Patient Satisfaction Cost Employee Morale Slide 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
2008-2012. Operational Performance Solutions, Inc. Slide 24 24
Slide 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 2008-2012. Operational Performance Solutions, Inc. Slide
26 26 Leadership Commitment and Support Slide 27 27 Leadership
Commitment and Support Go See Ask Why Show Respect Slide 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 Slide 29 29 Principles
Patient Centered Slide 30 Value Stream Thinking and Organizational
Structure Slide 31 ED Pharmacy LAB Radiology Imaging Hospital Floor
Slide 32 ED Pharmacy LAB Radiology Imaging Hospital Floor Slide 33
ED Pharmacy LAB Radiology Imaging Hospital Floor Performance
Review; Professional Recognition; Promotions Slide 34 ED Pharmacy
LAB Radiology Imaging Hospital Floor Performance Review;
Professional Recognition; Promotions Patient Slide 35 ED Pharmacy
LAB Radiology Imaging Hospital Floor Performance Review;
Professional Recognition; Promotions Patient W WW WW W= WASTE Slide
36 ED Pharmacy LAB Radiology Imaging Hospital Floor Performance
Review; Professional Recognition; Promotions Patient W WW WW W=
WASTE Value Stream Analysis Process Slide 37 37 Principles Patient
Centered Quality at the Source Standard Processes Slide 38 Standard
Work Chart & SPD Lead Checklist 38 Slide 39 39 Principles
Patient Centered Quality at the Source Standard Processes Engaged
Employees Slide 40 Medication Sorting After -----> Slide 41
Medication SortingSlide 42 42 Principles Patient Centered Quality
at the Source Standard Processes Engaged Employees Pursuit of
Perfection Supplier Partnerships Slide 43 43 Objectives Defect Free
Without Waste Slide 44 Current Rounds made by a Floor RN Slide 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. Slide 46 46
Objectives Defect Free Without Waste Just-in-Time Continuous Flow
Slide 47 47 Decontamination Slide 48 48 Decontamination Before
After Slide 49 49 Objectives Defect Free Without Waste Just-in-Time
Continuous Flow Continuous Improvement Slide 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 Slide 51 51 Slide 52 52 Denver Health
Results from Lean, 2006-2011 Slide 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
2008-2012. Operational Performance Solutions, Inc. Slide 54 The Key
Processes for Lean Healthcare A3 Problem Solving Value Stream
Analysis Process 54 Slide 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 2008-2012. Operational
Performance Solutions, Inc. Slide 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 youre
there when all employees engage in identifying and eliminating
waste every day 56 Slide 57 57 Slide 58 58 Slide 59 59 Quality True
North Slide 60 60 Quality True North Safety Patient Satisfaction
Cost Employee Morale Slide 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 2008-2012. Operational
Performance Solutions, Inc. Slide 62 62 Denver Health Results from
Lean, 2006-2011 Slide 63 63 Contact Information Operational
Performance Solutions, Inc. 77 East Main Street, Suite 402K
Westminster, MD 21158 (410) 871-0995 [email protected]
www.OPSgroupinc.com
