Transcript Going Lean Can it work for the Medical University? Jennifer Hooks MBA Manager, Performance Improvement Six Sigma Master Black Belt Lean Sensei.

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
• 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
Lean Thinking Process
The 5 steps to Lean Thinking …
Specify value from the customer’s
perspective and express value in
terms of a specific product
1
Specify Value
The complete elimination of
waste so all activities create
value for the customer
2
Map the
Value Stream
3
Establish
Flow
5
Work to
Perfection
Nothing is done by the upstream process until the
downstream customer signals the need
Map all of the steps…value added,
non-value added and…non-value
added required that bring a product
of service to the customer
4
Implement
Pull
The continuous movement of
products, services and information
from end to end through the process
What are your customers willing to pay for?
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”
Process Mapping
5S Philosophy: Organize the Workplace
Step 1: Sort
Before
After
Separate the needed from the not needed
Step 2: Set
BEFORE
AFTER
A place for everything & everything in its place!
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
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.
Step 5: Sustain
Develop a method for sustaining your gains
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 problem
Measure the impact
Problem analysis
Remedy the critical issues
Operationalize the solutions
Validate the improvement
Evaluate 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.