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2021 | Buch | 2. Auflage

Introduction to Lean and Muda (Waste) Kapitel lesen Erstes Kapitel lesen

The Lean Healthcare Handbook

A Complete Guide to Creating Healthcare Workplaces

verfasst von: Thomas Pyzdek

Verlag: Springer International Publishing

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

The book shows readers exactly how to use Lean tools to design healthcare work that is smooth, efficient, error free and focused on patients and patient outcomes. It includes in-depth discussions of every important Lean tool, including value stream maps, takt time, spaghetti diagrams, workcell design, 5S, SMED, A3, Kanban, Kaizen and many more, all presented in the context of healthcare. For example, the book explains the importance of quick operating room or exam room changeovers and shows the reader specific methods for drastically reducing changeover time.

Readers will learn to create healthcare value streams where workflows are based on the pull of customer/patient demand. The book also presents a variety of ways to continue improving after initial Lean successes. Methods for finding the root causes of problems and implementing effective solutions are described and demonstrated. The approach taught here is based on the Toyota Production System, which has been adopted worldwide by healthcare organizations for use in clinical, non-clinical and administrative areas.

Inhaltsverzeichnis

Frontmatter

Lean Tools and Techniques

Frontmatter
1. Introduction to Lean and Muda (Waste)
Abstract
In this chapter, we provide a 10,000-foot overview of Lean healthcare. In subsequent chapters, we explore each topic in much greater depth. The purpose of the overview is to help you understand the big picture of what Lean healthcare is and where it came from.
Thomas Pyzdek
2. Product Family Matrices
Abstract
This chapter will introduce you to what product families are and how to use information about product families to leverage your success by applying process improvements to several other related products or services.
Thomas Pyzdek
3. Spaghetti Diagrams
Abstract
This chapter will introduce you to a tool that will help you and your team identify wasted movement. This tool is called a Spaghetti Diagram because before the value stream is made Lean, the diagram resembles a tangled plate of spaghetti!
Thomas Pyzdek
4. Value Stream Maps
Abstract
Value streams are the whole set of activities, resources, and information required to provide a product or service to a customer. In this lesson you will learn about production flow value stream maps, which cover the flow of value from the customer back to the suppliers. We will begin by creating a value stream map (VSM) of an existing process. VSMs help the team see how value flows to the customer, and where waste exists. Current state value streams are nearly always Push systems. This lesson also elaborates on the differences between push and pull systems.
Thomas Pyzdek
5. Lean Value Stream Design
Abstract
The steps that you will take to create a Lean value stream are
Thomas Pyzdek
6. Standardized Work Design
Abstract
In previous lessons, you learned how to change a traditional batch-and-queue value stream into a Lean value stream. Now we will discuss the design of the actual work that will take place within the processes of the value stream. By going a level deeper we will be able to improve the flow of work within the different processes in the value stream. Specifically, you will learn how to design continuous flow work cells. The Lean principles described apply to any work, including that done in administrative areas, transactions (such as charging a credit card) services, and so on.
Thomas Pyzdek
7. 5S
Abstract
Keeping the workplace clean and organized is an essential part of Lean. The standardized approach to work is completely dependent upon maintaining discipline in the workplace. Procedures are useless if they are not maintained and followed. Change is not only inevitable, it is desirable and pursued continuously. When the favorable change has been discovered it is made part of the standard.
Thomas Pyzdek
8. Fast Work Changeover
Abstract
Changing from producing one kind of work to another is an area worthy of special attention. This topic, like many in Lean, is a big one. Entire books have been written on the subject. We will present a brief overview of the main ideas here.
Thomas Pyzdek

Continuous Improvement and Kaizen

Frontmatter
9. Introduction to Continuous Improvement
Abstract
The Kaizen approach focuses attention on making ongoing improvements that involve everyone from the top executives to the workers on the floor. Its domain is that of small local improvements from ongoing efforts. Over time these small improvements produce changes every bit as dramatic as the “big project” approach. Kaizen does not concern itself with radically changing or designing fundamentally new systems. Rather, it works to optimize existing systems.
Thomas Pyzdek
10. Process Mapping
Abstract
Process maps are used to make processes visible. You have already seen some process maps earlier in this book, for example, spaghetti charts and 5S diagrams. In this chapter we will show you additional process maps that can be used to create different views of what happens within a process. The information can be used to help you better understand how the process creates and delivers customer value.
Thomas Pyzdek
11. Statistical Thinking
Abstract
In this chapter, we will discuss statistical principles. Statistics are data summaries based on numbers. You will learn principles for designing statistical studies and for summarizing the numbers you obtain. To be specific, we will discuss enumerative statistical studies, analytic statistical studies, statistical process control principles, and operational definitions.
Thomas Pyzdek
12. Descriptive Statistics
Abstract
It is vital that you measure the current state before you begin your project. This is the only way you will be able to document the impact of your project, and it will tell you a lot about what is wrong and how to move forward. Be forewarned that there will always be some debate over the impact of your project because it is likely that other activities are also taking place that might have improved things. Still, if you do not have data, it will not be possible to make your case. The way you make sense of the data is by using statistics. Statistics are data summaries. That is, they are a small set of numbers used to represent a larger set of numbers. Descriptive statistics are data summaries that describe the process distribution in numbers.
Thomas Pyzdek
13. X-Charts
Abstract
Figure 11.​5 Shewhart’s Big Question Answered shows that you need statistical guidelines to help identify when special causes are present. Control charts are used to show you these guidelines. In this chapter, you will learn about a particular control chart called an x-chart that will indicate whether the process is in control or not in control. I will not go into the math of x-charts. Instead I will give you links to computer spreadsheets that do the math for you.
Thomas Pyzdek
14. Pareto Analysis
Abstract
Vilfredo Federico Damaso Pareto was a nineteenth century renaissance man. He was an Italian engineer, sociologist, economist, political scientist, and philosopher. He made several important contributions to economics and he also contributed to the fields of sociology and mathematics. But, more important for our purposes, he is also known for the 80/20 rule, named after him as the Pareto principle. For continuous improvement purposes, the 80/20 rule states that 80% of the problems are due to 20% of the causes. For example, a few suppliers were responsible for most supplier-related quality problems. When you are trying to improve a process, the Pareto Principle is an excellent way to sharpen your focus to the critical few sources that are causing most of the problems.
Thomas Pyzdek
15. Graphical Data Analysis
Abstract
Remember when I said in Chap. 11 that the three rules of data analysis were “(1) Plot the data! (2) Plot the data! And (3) Plot the data!”? The previous chapter on Pareto analysis showed you an example of plotting the data and discussed the importance of properly scaling a chart. This chapter will discuss several other powerful graphical tools that will help you understand what your data is begging to tell you.
Thomas Pyzdek
16. Problem Solving Tools
Abstract
In Lean, problem solving addresses root causes of problems, not symptoms. This is in stark contrast to what most organizations do. We discussed this in the earlier section on Process Control versus Quality Control. While we do not ignore Quality Control, which focuses on the results of problems, we emphasize Process Control which focuses on the causes of problems. Previous discussions covered ways to identify that problems are present in a process, i.e., special cause variation. This chapter will present methods of identifying what is causing the special cause variation. The same methods can also help you when only common cause variation is present and you want identify these common causes.
Thomas Pyzdek
17. Project Management
Abstract
Lean projects must help the organization achieve its goals. To accomplish this you must take actions that guarantee that your improvement activities are directly linked to the goals specified by your leaders. You will learn how to do this in this chapter.
Thomas Pyzdek
18. Kaizen Events
Abstract
Having performed more than fifty Kaizens in the Healthcare arena, I can confidently say you will have tremendous success with this approach. Kaizen involves taking things apart and putting them back together. You can do that in rapid fashion following the approach described in this chapter. The first step is to determine if the Kaizen Event is right for you. If your project idea is an incremental improvement, small and the goal is process speed, then Kaizen is for you. I put together this handy flowchart to help you decide (Fig. 18.1).
Thomas Pyzdek
19. A3 Thinking
Abstract
This chapter will introduce a tool and process to greatly enhance the adoption, practice, and benefits from Lean. Few elements of Lean are as powerful as the A3 for leading and delivering Lean to build and reinforce principles, behaviors, and skills, however many organizations find effective usage of A3 an elusive goal. This chapter will help you achieve this goal.
Thomas Pyzdek
Backmatter
Metadaten
Titel
The Lean Healthcare Handbook
verfasst von
Thomas Pyzdek
Copyright-Jahr
2021
Verlag
Springer International Publishing
Electronic ISBN
978-3-030-69901-7
Print ISBN
978-3-030-69900-0
DOI
https://doi.org/10.1007/978-3-030-69901-7

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