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