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Lean Healthcare Deployment and Sustainability CH 13: Design the Future State

Learn how to visualize ideal healthcare settings, create guiding principles, solve group problems, and develop efficient future states in healthcare using Lean principles.

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Lean Healthcare Deployment and Sustainability CH 13: Design the Future State

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  1. Lean Healthcare Deployment and Sustainability CH 13: Design the Future State Austin Herrmann & Josiah Wright ETM 528 April 18, 2016

  2. Envision an Ideal State Capture the Guiding Principles of the Ideal State Conduct Group Problem Solving Around Waste and Current Impediments to Flow and Healing Design an Achievable Future State Identify and Prioritize Opportunities Develop a Rapid Improvement Plan Steps ISE 428 ETM 528 AH JW Lean Healthcare Future State

  3. Step 1: Envision an Ideal State • The group should come up with an ideal state by thinking out of the box • Limit the constraints on the group and allow them to come up with an ideal layout or map • Healing University’s Emergency Department came up with two maps of what an ideal Emergency Department would look like Page 127 ISE 428 ETM 528 AH JW Lean Healthcare Future State

  4. Step 2:Capture the Guiding Principles • All ideas from the previous step should be briefed to the group • The group should then develop guiding principles to help in developing the future state • Examples of the Emergency Department’s guiding principles • Paperless operation • Happy Staff • No waiting • Guaranteed patient privacy ISE 428 ETM 528 AH JW Lean Healthcare Future State

  5. Step 3: Group Problem Solving • Take data collected during brainstorming and turn that to actionable items to address waste and impediments to flow and healing • Impediments to healing from the patient’s perspective • Wastes in the process • Impediments to process flow • Quantification of non-value-added and non-value-added but required process elements • Organize opportunities and find solutions that will yield improvements ISE 428 ETM 528 AH JW Lean Healthcare Future State

  6. Step 3: Group Problem Solving (cont.) • The Emergency Department came up with opportunities and solutions • Improved Process • Develop a fast track with the PA/NP to see/treat now • Layout Changes • Join areas by a common, closer access • Signage and Direction • Move a security officer outside to control parking and direct as needed • Elimination of Paperwork • Eliminate paper charts ISE 428 ETM 528 AH JW Lean Healthcare Future State

  7. Step 4: Achievable Future State • Improvement goals • Lean and pathway principles • Current state and ideal state maps • Opportunity for impact: short term goals, obvious impact, immediate patient benefit, staff benefit, inventory and supply improvement, the money. • Determine value added and non-value added time ISE 428 ETM 528 AH JW Lean Healthcare Future State

  8. Step 5: Find and prioritize opportunities • Demand matrix is useful. See below for categories. • Think about applying the following models/methods to Step 4: • RIE’s (Rapid improvement events) • Just-do-it • Projects http://www.supplychainopz.com/2013/05/supply-chain-portofolio-matrix.html ISE 428 ETM 528 AH JW Lean Healthcare Future State

  9. Step 6: Develop a rapid improvement plan • After organizing the improvement s opportunities in step 5, formulate a timeline of sticky notes specifying each opportunity. • Think about program milestones and due dates. • Leadership is important in each role. • Compare to desired state and see if the plan makes sense • Keep track of which event, project, and Just-do-it, along with the description of each, who’s involved, and the start and finish. • Keep track of the status of the plan as you go along, and make sure to note comments. ISE 428 ETM 528 AH JW Lean Healthcare Future State

  10. Glossary • Guiding Principles- “items identified as key themes used in developing the ideal state” page 127 • PA- Physician Assistant • NP- Nurse Practitioner • Value Added Time- Time spent that improves the outcome of the process ISE 428 ETM 528 AH JW Lean Healthcare Future State

  11. References / Contact Information Dean, M.L. (2013). Lean Healthcare Deployment and Sustainability. New York, NY: McGraw Hill. http://www.supplychainopz.com/2013/05/supply-chain-portofolio-matrix.html Contact Information: Austin Herrmann Austin.Herrmann@Live.Mercer.edu Josiah Wright Josiah.Caleb.Wright@live.mercer.edu ISE 428 ETM 528 AH JW Lean Healthcare Future State

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