Download - Lean Operation in Health
Lean operations @Virginia Mason Medical Center
Presented By Group F:
Pratik Ranjan
Shrikant Niraj
Vinay Pai
Prabira Acharya
Kushal Ramani
Vinay Kumar
Introduction
-Lean thinking begins with driving out waste so that all work
adds value and serves the customer's needs
-Identifying value-added and non-value-added steps in
every process is the beginning
Requirement
An organizational culture that is receptive to lean thinking
All staff should be involved in helping to redesign
processes to improve flow and reduce waste
Similarities between Health care and Manufacturing
Workers must rely on multiple, complex
processes to accomplish their tasks
Provide value to the customer or patient
Waste of money, time, supplies, or goodwill
decreases value
When applied rigorously it demonstrates a
positive impact on productivity, cost, quality,
and timely delivery of services.
Lean Health care
Most cost efficient care
Eliminating waste
Work sampling
Reducing excessive inventories
Laboratories Reducing Turn Around Times and Errors
Emergency Departments Reducing diversions, improving flow
Outpatient Cancer Treatment Reducing patient delays, increasing capacity
Operating Rooms Reducing changeover times, increasing utilization
Pharmacies Reducing errors, improving response
Food Service Reducing wasted food, improving quality
Applications of Lean in Healthcare
Transportation
Moving same patient, specimens, or supplies, workers.
Motion
Searching for patients, needed meds, right charts, supplies.
Waiting for bed assignments or discharge, or testing results
Processing
Retesting ,More paperwork ,Duplicate procedures.
Inventory
Linen (laundry) ,Pharmacy stock ,Supplies Specimens waiting for analysis
Defects
Label on the wrong tube, Wrong procedure ,Wrong patient ,Missing
information.
What is Waste in Healthcare?
MUDA Approach
This process eliminate the ‘waste’ in the process.
These tools helped decrease movement of
patients and supplies that did not add value
It eliminated idle time created when materials,
information, people or equipment were not ready.
It allowed staff to eliminate the redundancy of
supplies, materials, and instruments.
Spaghetti Diagram
Use of
Computer Edit checks,
Pictorial Instructions,
Signals,
Sensors,
Counters
Checklists to re-design the service,
administrative processes maps
to develop systems that provides:
• What the Patent wants,
• Using the Method the Patient wants/needs,
• When a Patient wants/needs it.
Typical Example of Seattle Children’s Hospital.
Applying Kanban system like tubing.
Using C.P.I., the hospital has reduced the waiting
time.
Using C.P.I., the hospital has eradicated the
problem of lack of space in recovery rooms.
Results:-
The cost per patient actually fell by 3.7 percent
after its implementation.
more patients are taken care off, thus reducing the
number of potential deaths.
Lab Benefits from Lean
Productivity improvement >30% Space savings of >450 sq ft Standardized work practices Reduction in Errors and Error Potential Test Turnaround Time (CT) reduced by 50%
5S in Healthcare
5S is a workplace organizational tool that creates an environment that allows work to flow, in safe, organized, intuitive and sustainable way.
Sort : Separate what is
unnecessary
Shine : Clean it up
Set In Order : Organize
Standardize : Establish
standard operating
procedures
Sustain : Develop long-
lasting habits
Proven 5S Lean Solutions
From a single Supply Drawer Organization Project…..
Tourniquets on Dispenser Rolls
Drawer Organizer Bins
Tube Rack
To a Standard Benchtop Workspace…
Workstation Risers
Organizer Bins
LabWall Panel
Tilt Bins Side-Loading
Glove Dispenser
Specimen Bag Dispenser
Group Technology
Machine 1
Machine 2
Machine 3
Machine 4Machine
5
Materials in
Finished goods out
One Worker, Multiple Machines
Virginia Mason Medical Centre(application of lean
management)
Using lean management principles since 2002
To eliminate waste, Virginia Mason created more capacity in
existing programs and practices so that planned expansions
were scrapped, saving significant capital expenses.
Participated in Rapid Process Improvement Weeks(RPIW) in
which teams analyze processes and propose, test, and
implement improvements.
By making use of RPIW Virginia Mason imporved their
productivity.
Results of Virginia Mason after implementation RPIW
CATEGORY 2004 RESULTS AFTER LEAN
METRIC CHANGE FROM 2002
INVENTORY $1,350,000 Dollars Down 53%
PRODUCTIVITY 158 FTEs 36% redeployed
FLOOR SPACE 22,324 Sq. Ft. Down 41%
LEAD TIME 23,082 Hours Down 65%
PEOPLE DISTANCE
Travelled 267,793
Feet Down 44%
PRODUCT DISTANCE
Travelled 272,262
Feet Down 72%
SET UP TIME 7,744 Hours Down 82%
The Virginia Mason Medical Centre Strategic Plan
Imlemented IT
Reduced patients waiting time, reduced
turnaround times.
room employees are now more
empowered to take initiative and make
changes that could positively impact their
work process – a hallmark of the lean
system.
THANK YOU