1 / 25

Going Lean Can it work for the Medical University?

Going Lean Can it work for the Medical University?. Jennifer Hooks MBA Manager, Performance Improvement Six Sigma Master Black Belt Lean Sensei. What we hope to accomplish. Acquaint you with the concepts of Lean Introduce some of the language

gaille
Download Presentation

Going Lean Can it work for the Medical University?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Going LeanCan it work for theMedical University? Jennifer Hooks MBA Manager, Performance Improvement Six Sigma Master Black Belt Lean Sensei

  2. What we hope to accomplish • Acquaint you with the concepts of Lean • Introduce some of the language • Answer the questions, “What is it? What’s in it for me?”

  3. What is Lean? • Narrow Definition • Tools • Cost Cutting • Broader Definition • A management approach that seeks to maximize value to customers, both internal and external, while simultaneously removing wasteful activities and practices

  4. What Lean is not • Layoffs • Customers = widgets • Making people work faster • Short term cost reduction program

  5. Origins of Lean • Benjamin Franklin,1700s • Coined the phrases • “Time is money” • “A penny saved is a penny earned”

  6. Origins of Lean • Henry Ford, 1920s • Continuous Flow Assembly • Reduce wasted time • 1913-1914: doubled production with no increase in workforce • 1920-1926: Cycle time from 21 days to 2 days

  7. Origins of Lean • Taiichi Ohno (1912-1990) • 1950’s: Toyota Production System • Continuous Flow Production • Just-in-Time (JIT) • Eliminate defects • Top management commitment • Employee participation • 1969: Established the Operations Management Consulting Group • “Trainers” commissioned to promote Lean thinking within Toyota and the firms in its supplier group

  8. Lean Thinking Process The 5 steps to Lean Thinking … 2 Map the Value Stream Map all of the steps…value added, non-value added and…non-value added required that bring a product of service to the customer Specify value from the customer’s perspective and express value in terms of a specific product 1 Specify Value 3 Establish Flow The complete elimination of waste so all activities create value for the customer 5 Work to Perfection The continuous movement of products, services and information from end to end through the process 4 Implement Pull Nothing is done by the upstream process until the downstream customer signals the need What are your customers willing to pay for?

  9. Specify Value • Value is determined by the customer • The customer must be willing to pay for the activity • The activity must change the form, fit or function of the service or product • The activity must be done right the first time

  10. Map the Value Stream • Identify the stream of processes used to provide value • Obtain clear understanding of how the process currently operates • “Learn to see” and “Develop eyes for waste”

  11. Process Mapping

  12. 5S Philosophy: Organize the Workplace

  13. Step 1: Sort Before After Separate the needed from the not needed

  14. Step 2: Set BEFORE AFTER A place for everything & everything in its place!

  15. Step 3: Shine “Shine” and inspect equipment to ensure it is in perfect working condition... Add inspecting equipment into your work routine. Daily housekeeping is important. Regularly “shine” to ensure everything is in perfect working condition and clean

  16. Step 4: Standardize Note: Blue taped outlines and labels ensure equipment is quickly found and returned to the same spot every time. Standard Work requires determining the best method then following that method every time.

  17. Step 5: Sustain Develop a method for sustaining your gains

  18. Implement Pull • Produce work when initiated by customer demand • Smooth communication between process steps

  19. Establish Flow • Remove non-value-added activities (wastes) from the process • Keep work moving at all times • Eliminate congestion

  20. Work to Perfection • A continual, never-ending journey • Constantly work on shortening work cycle • Quality and Quantity • Focus on what the customer values

  21. Lean Goals • Use a structured, consistent, and robust model of Performance Improvement • dentify the problem • easure the impact • roblem analysis • emedy the critical issues • perationalize the solutions • alidate the improvement • valuate over time

  22. Lean Goals • Build trust by removing fear • Initiate long-term cultural change • Communicate the vision to all staff • Active commitment of leadership is a must, in both words and action

  23. Conclusion • We do not have a choice but to change. • Our goal is to move towards perfection, knowing there is a cost to all errors. • Understand the details of the processes in your area to identify waste. • Use a structured approach to IMPROVE your performance. • Involve all staff and your customers every step of the way.

More Related