emma grose etm 591 lean healthcare deployment and sustainability chapter 3: implementing lean in...
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Emma GroseETM 591
Lean Healthcare Deployment and Lean Healthcare Deployment and Sustainability Sustainability
Chapter 3: Implementing Lean in HealthcareChapter 3: Implementing Lean in Healthcare
Slide 2
Value Stream Analysis
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
•Value Stream Analysis (pg. 19): •Structured and facilitated •Series of interactive & evaluative steps •Eliminate waste & improve the flow of things
•Flow (pg. 19): •Ideal process •No delays or bottlenecks
•Does not (pg. 20): •involve any changes to the value stream and its processes
•Does (pg. 20): •make a group analysis/planning effort that yields a rapid improvement plan
•In essence (pg. 20): •the execution of the rapid improvement plan that creates change
Slide 3
Process vs. Value Stream
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
•Process (pg. 20): A set of steps that transforms one or more inputs into one or more outputs; comprised of four broad components
•People•Procedures•Information•Equipment
•Value Stream (pg. 20): A set of one or more processes that result in the delivery of a service or product that are typically high-level processes
Slide 4
Emergency Department Value Stream
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
Processes
Access
Triage
Registration
Assessment
Diagnosis
Disposition
Slide 5
Value Stream Transformation Model
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
VSA
Rapid Improvement Just Do It Project
Slide 6
How to Improve a Value Stream?
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
1. Define value from the customer’s perspective2. Understand the value stream and those steps that
are value-added and non-value-added from the customer’s prospective
3. Make the value stream flow and reduce the cycle time by driving out waste
4. Continually strive for improvement
Slide 7
Value-Added vs. Non-Value-Added
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
•Value-Added Activities (pg. 22): Activities performed during the production or delivery of a service or product that increase its value to the customer
•Criteria to be a value-added action (pg. 22)•It meets a customer need•It must be done right the first time•The action must change the product or service in some manner
Slide 8
Value-Added vs. Non-Value-Added
Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
•Non-Value-Added Activities (pg. 23): Activities performed during the production or delivery of a service or product that utilize time or resources, but do not increase its value to the customer
•Required (pg. 23): Due to regulatory, legal, or other requirements•Not required (pg. 23): Wasteany type of activity performed during the production or delivery of a service or product that utilizes time or resources but doesn’t increase value to the customer and is not required for legal, regulatory, or other reasons
Slide 9 Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
DOWNTIME
•Defects•Overproduction•Waiting•Not Utilizing People’s Abilities•Transportation•Inventory •Motion•Excess Processing
Slide 10 Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
GLOSSARY
•Value Stream Analysis (pg. 19): A structured and facilitated process through which a cross-functional team progresses methodically through a series of interactive & evaluative steps aimed at eliminating waste & improving the flow of things through the value stream
•Flow (pg. 19): An ideal process state in which patients, products, or materials move smoothly through the process with no delays or bottlenecks
•Process (pg. 20): A set of one of steps that transform one or more inputs into one or more outputs
Slide 11 Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
Glossary Continued
•Value Stream (pg. 20): A set of one or more processes that result in the delivery of a service or product
•Value-Added Activities (pg. 22): Activities performed during the production or delivery of a service or product that increase its value to the customer
•Non-Value-Added Activities (pg. 23): Activities performed during the production or delivery of a service or product that utilize time or resources, but do not increase its value to the customer (required vs. not required)
Slide 12 Spring 2014ETM 591 EEG Lean Healthcare Chapter 3
References/Contact Information
Contact Information:Emma [email protected]
Dean, M.L. (2013). Lean Healthcare Deployment and Sustainability. Pages 19-23. New York, NY: McGraw Hill.