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Value Stream Management for Lean Healthcare

Value Stream Management for Lean Healthcare. ISE 491 Fall 2009 Process Improvement in Healthcare - Lecture 3. Contemporary Quality Movements. Six Sigma Customer-focused statistically-based methodology for reducing defects <Tapping, et al>

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Value Stream Management for Lean Healthcare

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  1. Value Stream Management for Lean Healthcare ISE 491 Fall 2009 Process Improvement in Healthcare - Lecture 3

  2. Contemporary Quality Movements • Six Sigma • Customer-focused statistically-based methodology for reducing defects <Tapping, et al> • Voice of the Customer, designed experimentation to minimize variation and root-cause analysis • Lean • Philosophical approach that works to eliminate waste or non-value added activities while improving process flow <Tapping, et al> • 5 S, visual controls, mistake proofing, kanbans • Lean Six Sigma – combination of both methodologies with an emphasis on identifying waste and reducing defects ISE 491 Dr. Burtner

  3. Lean Healthcare • Pressure on the Healthcare to Become Leaner • Consumers’ increasing awareness of the inefficiencies in healthcare • Changing practices of payers (federal government, private insurance, individuals) • HHS (hospital compare) CMS policy toward never events • Healthcare Customers • The ultimate customer in healthcare is the patient • The healthcare system is comprised of multiple internal customers and suppliers • Customers are also stakeholders • Implementation in Healthcare • Applied throughout a complex system (Broad application) • Adopted quickly by various departments with minimal training • Results seen “immediately” by internal and external customers • The Right Methods at the Right Time??? ISE 491 Dr. Burtner

  4. Potential Obstacles to Lean Healthcare 1 • Culture of organization or department • “It’s not my job” attitude • Lack of vision or purpose from upper management • Lack of capable processes and standards • Fear of change • Inadequate training ISE 491 Dr. Burtner

  5. Potential Obstacles to Lean Healthcare 2 • Financial constraints • Departmental silos • Lack of departmental communication and co-ordination of care or information • Governmental regulations • Legal constraints • Safety concerns • Certification/licensing requirements ISE 491 Dr. Burtner

  6. Benefits of Value Stream Management as described by Tapping et al • Focus improvement efforts toward a single customer or patient process • Prevent scope creep • Allow for departmental areas to be improved with minimal resource allocation • Allow resource coordination/allocation across the organization • Allow for a means of moving from the current state to the future state • Provide a structure for the process owner with the necessary skills to initiate projects more frequently • Allow Lean to be understood in everyday terminology ISE 491 Dr. Burtner

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