Lean Principles Donna M. Daniel, PhD
Transcript of Lean Principles Donna M. Daniel, PhD
Lean Principles
Donna M. Daniel, PhDPerformance Improvement QIO Support Center
Qualis HealthSeptember 12, 2006
Defining Lean
• containing little or no fat – Webster.com
• The least-wasteful way to provide value to a customer.– Fewer resources– Fewer costs– Higher quality– Higher staff satisfaction– Shorter delivery time
Lean Objectives
• Search For and Eliminate Waste
• Reduce Time Waiting and Processing
• Reduce Cost
How Will We Achieve These Objectives?
• Employees who do the work lead process improvement
• Rethink work as producing a product or service to be used by other employees
• Rethink work in terms of customers and suppliers
Lean Principles
• Waste Elimination• Standardized, Steady Flow Processing• Inspection• Visual Cues
Waste Elimination
Defining Waste
• damaged, defective, or superfluous material produced by a manufacturing process – Webster.com
• Something that consumes resources, but adds no value to a product or service.
Types of Waste• Processing• Inspection• Inventory• Wait Time• Search Time
• Transportation• Space• Complexity• People
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Waste Exercise
Rank your top three types of waste that you encounter in
your daily activities.
Where are you?Unaware• All steps are necessary; individuals are reasons for inefficiencyBeginner• Inspection is necessary; starting to see process inefficiencies Intermediate• Map processes; remove steps, inspections and queues; reduces
distance and time; see handoffs as potential for error; able to identify ideas
Expert• Sees inventory, transportation, inspection, queues, unnecessary
handoffs as waste; question all processes; able to implement ideas
Strategies for Reducing Waste
• Train all employees on lean• Establish leadership expectations• Implement a 5S program• Standardize work methods between people and
departments• Smooth out processes for continuous flows• Eliminate wasteful steps• Ask “why” five times
Standardized, Steady Flow Processing
Four Stages to a Lean System• Work is performed in silos, e.g:
departments• Work is performed in a co-located team• Work is performed with a standardized
steady flow to the process • Work is performed by cross-trained
employees
Adapted from Joan Wellman and Associates
Stage 1
AHHH
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Stage 2
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Stage 3
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Standardize the Work• Critical activities performed in a standard
way• Documented, explicit, reliable methods• Leads to creativity and improvement
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Steady Flow Processing
• Customary Batch • Lean Processing
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Stage 4
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Benefits of Standard Steady Flow Processing
• Better communication
• Decreased response time to changes from the customer
• Increased productivity
• Reduced labor and space needs
• Opportunity to expand job skills
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Benefits of Standard Steady Flow Processing
• Less frustration and pressure for employees
• Identifies quality problems upstream in the process
• Visual cues makes it clear when to work, what to work on, and when to start and stop processing
• Process begins to manage itself
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Inspection
Level 1: Customer Inspects
Suppliers 1 2 3 4 Customers
Erroroccurs
Customer finds defect
Feedback
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Level 2: Company Inspects
5Suppliers 1 2 3 4 Customers
Erroroccurs
Inspector finds defect
Feedback
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Level 3: Work Unit Inspects
Suppliers 1 2 3 4 Customers
Erroroccurs
Defectdetected
5
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Level 4: Self Inspection and Correction
Suppliers 1 2 3 4 Customers
Errorcaused, detected and corrected
5
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Level 5: Eliminate Opportunities for Errors
Process controls and design prevent error
Suppliers 1 2 3 4 Customers5
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5.
4.
3.
2.
1.
Level
PreventionNo one
Instant Detection, Immediate Correction
Individual
Early Detection, CorrectionWorkgroup
Detection, Inefficient Correction
Company
DetectionCustomer
OutcomeWho Inspects?
Levels of Inspection
Visual Cues
Visual Cues• Use visual cues to…
– Display standardized methods in use– Identify abnormal conditions immediately– Communicate performance measures
• Who uses visual cues?– The people working in the area– Those who support the people working in the
area
Implement a 5S Program5S is a systematic program for workers to take control of their workspace so that it actually works with and for them (and their customers) – rather than being a neutral, or as is quite common, a competing factor.
The 5Ss• Sorting: Separate the needed from the unneeded,
and remove the unneeded• Simplifying: A place for everything and every-thing in
its place, clean and ready for use• Systematic Cleaning: Conduct regular cleaning and
inspection; use mess prevention• Standardizing: Document and follow the best known
methods• Sustaining: Hold the gains, continue to improve, and
make 5S a way of life
Why 5S?Enhances present process by:• Reducing time wasted• Reducing errors• Reducing training time• Reducing excess inventory
– Increasing the visibility of problems– Improving workplace cleanliness
• Improving teamwork• Reducing safety hazards
Why 5S?
Spirit of Improvement• Use our minds first, not our money• Challenge current thinking• Look for leadership at all levels• Substitute “we don’t know how to do it yet”
for “we can’t”• Remember that you are the experts
© 2002 Joan Wellman and Associates
•Acknowledgments•Qualis Health would like to thank Joan Wellman & Associates, Inc. and Lean Enterprise Institute for the foundational materials used to develop this presentation.
•For more information•Please contact the Performance Improvement Quality Improvement Support Center at [email protected].
•Disclaimer•This material was produced by the Performance Improvement Quality Improvement Organization Support Center at Qualis Health, under a contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the U.S. Department of Health and Human Services. The content presented do not necessary reflect CMS policy.