Going Lean Can it work for the Medical University? Jennifer Hooks MBA Manager, Performance...
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Transcript of Going Lean Can it work for the Medical University? Jennifer Hooks MBA Manager, Performance...
Going LeanCan it work for the
Medical University?
Jennifer Hooks MBAManager, Performance Improvement
Six Sigma Master Black BeltLean Sensei
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?”
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
What Lean is not
• Layoffs
• Customers = widgets
• Making people work faster
• Short term cost reduction program
Origins of Lean
• Benjamin Franklin,1700s
• Coined the phrases– “Time is money” – “A penny saved is a
penny earned”
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
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
The 5 steps to Lean Thinking …
The continuous movement of products, services and information from end to end through the process
Specify value from the customer’s perspective and express value in terms of a specific product
Nothing is done by the upstream process until the downstream customer signals the need
The complete elimination of waste so all activities create value for the customer
2 Map the
Value Stream
3Establish
Flow
4Implement
Pull
5Work to
Perfection
1Specify Value
Map all of the steps…value added, non-value added and…non-value added required that bring a product of service to the customer
What are your customers willing to pay for?
Lean Thinking Process
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
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”
Step 3: Shine
Regularly “shine” to ensure everything is in perfect working condition and clean
“Shine” and inspect equipment to ensure it is in perfect working condition...
Add inspecting equipment into your work routine.
Daily housekeeping is important.
Step 4: Standardize
Standard Work requires determining the best method then following that method every time.
Note: Blue taped outlines and labels ensure equipment is quickly found and returned to the same spot every time.
Implement Pull
• Produce work when initiated by customer demand
• Smooth communication between process steps
Establish Flow
• Remove non-value-added activities (wastes) from the process
• Keep work moving at all times
• Eliminate congestion
Work to Perfection
• A continual, never-ending journey
• Constantly work on shortening work cycle
• Quality and Quantity
• Focus on what the customer values
Lean Goals
• Use a structured, consistent, and robust model of Performance Improvement
Identify the problemMeasure the impactProblem analysisRemedy the critical issuesOperationalize the solutionsValidate the improvementEvaluate over time
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
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.