Lean In Health Care Industry

By Group 4 & Group 13

Introduction
Lean Healthcare is fast becoming the premier strategy for responding to a countrys healthcare crisis. Lean methods of improving quality and safety while eliminating waste are showing dramatic, sustained benefits when applied in healthcare.

In this Presentation we will Look at.

A Lean Guide to Transforming Healthcare How to Implement Lean Principles in Hospitals, Medical Offices, Clinics and Other Healthcare Organizations

Challenges of health care

Increasing cost Complex regulatory environment Rising error rate Labour shortage Aging baby boomer population.

WASTE "MUDA"

Definition

Examples

Causes

Countermea sures

Defects (R Work that ework) contains errors or lacks something of value

Medication Lack of errors understandi Rework ng of what is "defect Variation in free" outcomes Incorrect Lack of charges/billi specificatio ng n in work processes Surgical errors

System redesigns that support workers in doing their good work by clear specification of activities of work, clear expectations of outcomes and safe environment for problem solving in the course of work Clear

Lean Hospitals: Bringing Lean to Healthcare

Lean Hospitals, LLC was established in March 2005 to provide lean training, guided implementation, facilitation, and consulting services exclusively to hospitals and other healthcare organizations. Our unique approach to organizational lean transformation focuses on making the organization self sufficient as opposed to being reliant on the knowledge and experience of an outside consultant. The key to a successful lean transformation is proper implementation. The organization must adhere to an established implementation model. This model must provide strategic direction relative to improvements to the care delivery system while concurrently establishing a lean culture and system thinking. Our model for lean implementation is illustrated in above. The model begins with the hospital's strategic plan and cascades toward organizational transformation via a quality culture and an enhanced care delivery system. The model is divided into two parallel paths, the path to the right is the culture-creating path, which engenders a learning/action-taking organization where making problems obvious, continuous improvement and empowerment become standard operating procedure. The path to the left is the system-creating path, which provides strategic direction for lean implementation and focuses on creating flow through the strategically identified value streams by eliminating barriers, reducing inventory, and leveling the process. These two paths are interdependent, meaning that the benefits experienced in one path are dependent on the proper execution of the other path. Both of these paths are equally critical to creating a lean enterprise and attempting to execute one without regard for the other will not produce the desired outcome. This cannot be over emphasized. A lean culture and systems thinking are equally critical to becoming a lean organization

Key Areas where Lean can contribute in Healthcare Industry

Operational Assessments, including EDs, ORs, Imaging, Nursing, Pharmacy, and Business Areas (i.e. HIM, Registration, Admitting, Revenue Cycle and Collections, etc.) Clinical Layout, Flow & Design Organizational Process Engineering & Efficiency Analysis Master Planning Support for New Facilities Process & Systems Design Inventory/Materials Management Systems Policy Design & Development Process Improvements New Hospital and Facility Move-In Planning Root Cause Analysis Billing & Collections Solutions Standardized Work Development

Advantages with lean

Way of working
Far-reaching standardization: everyone performs the same actions in the same manner. Individual preferences are subordinate to the interests of the whole. Far-reaching task delegation: specialists are only doing specialist work. A cataract operation takes five to ten minutes (this varies indeed per surgeon). A specialist operates 60 patients in one morning. Processes are being improved step by step and this refinement process continues. They reduced the time between the end of an operation and the start of the next operation to only a few seconds.

Planning and reaction

Strong anticipation: from previous experience (numbers) they know how many patients will come at what month and at what day of the week. They prepare for this by increasing capacity at busy days. Strong reactive capacity: the planning processes are designed in such a way that it is immediately visible when demand is greater than predicted at a moment in time. The employee who sees this gives a signal to people from other departments who are asked to come and help immediately.

Flexibility
People are trained to work in different departments. People are constantly trained not only to deliver better quality care and to improve skills, but also to further increase flexibility. Attitudes: people need to work together to ensure that the patients gets what he needs. Not selfinterest, not their own department, but demand determines who works at what place (according to knowledge and skills).

Applying Lean Healthcare principles can lead to improvements in a broad range of operating processes found in every healthcare organization:
Admitting/Discharge Internal patient flow within and between departments Operating room turnover Scheduling processes and systems Workplace disorganization Medical Records Inventory (supplies) control Administrative processes and billing Equipment availability Shift change processes Pharmacy and Laboratory work flows and turnaround times Emergency Room work throughput Clinical Processes HR/Hiring Processes Med/Surg floor improvement A/R & A/P Processes Discharge