This book explains how to apply Lean improvement to clinical and non-clinical processes. Written by a sensei, it delivers valuable lessons learned over the years of providing improvements in the healthcare industry. The text covers the fundamentals of Lean and explains how to link a strategy of continuous improvement to create operational excellence. It also lays out a roadmap for starting your Lean improvement, discusses the leadership behaviors required for success, and describes how to mitigate the risk of failure when undergoing large-scale change.
Lean at a Glance What Is Lean Healthcare? Value-Added Non Value-Added First Theme of Lean Improvement: Continuous Improvement Second Theme of Lean Improvement: Respect for All People Seven Wastes Overproduction Waiting Overprocessing Inventory Motion Defects Transportation Two Additional Wastes Unused Human Capital Waste of Organizational Design Principles of Improvement Flow Pull Defect-Free Visual Management Kaizen Lean Healthcare Defined Summary: Key Points from Chapter 1 Creating and Deploying a Lean Strategy Creating a Culture of Improvement Seven-Phase Policy Deployment Process Step 1: Establish the Organizational Vision Step 2: Develop Three- to Five-Year Breakthrough Objectives True North Measures Step 3: Develop the Annual Breakthrough Objectives and Improvement Priorities Identify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities Step 4: Deploy the Improvement Priorities Step 5: Implement the Improvement Priorities Use a Value Stream Approach to Improvement Lean Tools Kaizen Step 6: Monthly Review Step 7: Annual Review Enablers of Hoshin Kanri World-Class Targets for Improvement Summary: Key Points from Chapter 2 Leading Change-The Transformation Roadmap-Phase 1:"Get Ready" Beginning the Journey Phase I: Preparing to Transform (Get Ready)-Building the Infrastructure Selecting Your Change Agent Get Informed Get Help Establish a Steering Committee Train Your Internal Experts Develop and Deploy a Communication Campaign Summary: Key Points from Chapter 3 The Transformation Roadmap-Phase 2-The Acceleration Phase (Improve, Sustain, and Spread) Delivering on Preparation Efforts Step 1: Ensure You Have Selected the Right Value Streams on Which to Focus Step 2: Establish Value Stream Governance and Set Up Your Value Stream Performance System Step 3: Utilize A-3 Thinking to Realize Improvement Step 4: Sustain the Improvements and Manage Visually 5S: A Beginning Place for Visual Management of Process Using Visual Management for Process Control Using Visual Management for Improving Results: Managing for Daily Improvement Control Systems for Visual Management Peer Task Audits (Kamishibai) Step 5: Capture the Savings Step 6: Support Your Change with Ongoing Training and Coaching Lean Coaching Step 7: Spread Lean Thinking across the Organization Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Summary: Key Points from Chapter 4 The Transformation Road Map-Phase 3: Make Organizational Improvement the "New" Culture Changing to the New Organizational Structure Lean Capacity Building Lean Information Technology Lean Finance Lean Human Resources Lean Supply Chain Lean Project Management, Lean Construction, and Lean New Service Introduction Lean Leadership Processes Medical Leadership Processes Taking Lean beyond Your Four Walls Summary: Key Points from Chapter 5 Leadership Behaviors and Actions for Success Leading by Example Participate Learn the Tools Rotate Teaching of the Core Lean Tools Book of the Month Club Become a Lean Facilitator Walk the Value Streams Commit the Resources to Be Successful Facilitation Team Resources Middle Management Expectations Supplies External Resources Hold People Accountable Address Antibodies Redeployment versus Unemployment Monitor and Demand Results Believe Summary: Key Points from Chapter 6 Mitigating Transformation Risk and Avoiding Common Mistakes Being Successful and Avoiding Failure Don't Waste the First Six to Nine Months Managing the Breadth and Depth of the Change Leadership, Management, Support Staff, and Medical Staff Engagement Inability to Operate Two Systems Common Errors to Organizational Change Efforts Summary: Key Points from Chapter 7 Closing Thoughts Glossary of Lean Terms