“roadmap for success” - ops, inc · “roadmap for success ... leveled schedule – standard...

Operational Performance Solutions, Inc. 77 East Main Street, Suite 402 Westminster, Maryland 21157

www.OPSgroupinc.com

August 22, 2012

Implementing Lean in

Healthcare Organizations:

“Roadmap for Success”

Presented by

John Beakes, Jr.

President and CEO, OPS, Inc.

John Beakes, Jr. Background

Co-founder with John Beakes, III of OPS. Serving as President and CEO. Has led the development of the OPS Lean Healthcare Practice.

Co-founder, President, and leader of the Lean practice at RWD Technologies. Lean clients included Ford, Jaguar, Chrysler, and other Fortune 100 companies.

Annapolis graduate; served on nuclear submarines.

OPS Webinar Series

April 11, 2012. Art Smalley. Advanced Issues in A3 Problem Solving

June 20, 2012. Russ Scaffede. Enterprise-wide Lean Implementation

These webinars are available for no charge at:

http://www.opsgroupinc.com/lean-process-improvement/webinars/

Session Objectives

Learn how to develop:

A roadmap for successfully implementing Lean in your organization

Your organization’s Lean System Model

Review Lean System Models that have been key to successful implementation

Obtain practical lessons learned from successful Lean projects

Transformation Has Two Elements Technical and Cultural

Technical Tools and Techniques

Pursuit of Perfection

Value Stream Thinking

Disconnected Process Improvement

Tools Deployment

Leadership and Culture

Learning Organization

Advanced Teambuilding

Employee

Empowerment

Employee Engagement

Operational Excellence

Quality “True North”

Denver Health and Quality

University Health System Consortium ranked Denver Health as one of the top 10 academic medical centers in the U.S. for key inpatient quality indicators 30-Day All Cause Readmission Rate was 8.7%

(ranking #7). Length of stay index, which compares observed

to expected length of stay, was 0.89 (ranking #8). Mortality index (observed to expected mortality

rate) was the best in the nation at 0.50.

Ref: Imperatives for Quality Report, July 2010 – June 2011.

Denver Health is NOT an OPS client. This data is from the 2011 Denver Health Annual Report.

Denver Health Results from

Lean, 2006-2011

Denver Health is NOT an OPS client. This data is from the 2011 Denver Health Annual Report.

Lean Deployment Guide

Healthcare People “Get” Lean

Healthcare is the diagnosis and treatment of illness

Lean is the diagnosis and treatment of process imperfections

The goal is to give healthcare professionals a new way to look at their processes using a small Lean toolset

Lean has About 160 Tools

Healthcare Needs About 11

Lean Tools for Healthcare

Waste Identification and Elimination Value Stream Analysis Process (VSAP) Standard Work Waste Walk/Spaghetti Diagram Quality Assurance/Mistake Proofing 5S/Visual Management One-Piece Flow (Continuous Flow)/Just-in-Time (JIT) Pull Systems Quick Changeover PDCA/A3 Problem Solving (Root Cause Analysis) Cascading Annual Planning Process

Highest Quality - Lowest Cost - Shortest Lead Time - Best Safety - Highest Morale

Business Results

Toyota Production System

Just-In-Time Right part, right amount,

right time

• One-Item-Flow

• Takt Time

• Pull Systems

Zero Defects Make Problems Visible

• No defect passed

forward

• Stop and Fix

• Scientific Method

Leveled Schedule – Standard Work – 5S/Visualization

Stability

People Respect for the individual

• Integration of Continuous

Improvement with daily work

• Decisions made at lowest level

• Scientific Thinking

• Every person a problem solver

• Nothing is permanent

Ref: Going Lean In Healthcare. Institute for Healthcare Improvement. 2005

A Medical Center Management System Model

Medical Center

Benefits of a System Model

Provides an integrating framework

Clarifies system interactions

Facilitates communications

Embodies “the story”

Promotes consistency of purpose

Enhances new employee training

Benefits of a System Model

Provides an integrating framework

Clarifies system interactions

Facilitates communications

Embodies “the story”

Promotes consistency of purpose

Enhances new employee training

KEY TO SUSTAINMENT

Questions?

Leadership Commitment and Support Go See Ask Why Show Respect

- Culture Centered on Patient Care - Servant Leadership (EPIC) - Employee Engagement - Cascading Annual Planning Process

The Lean System of Patient Care

Principles Patient Centered

Quality at the Source

Standard Processes

Engaged Employees

Supplier Partnerships

Objectives Defect Free

Without Waste

Just-in-Time

Continuous Flow

Continuous Improvement

Standard Work

5S/Visual Management Continuous Flow

Mistake Proofing

Pull Systems

Standard Processes

Engaged Employees

Without Waste

Just-in-Time

Continuous Flow

Standard Work

Mistake Proofing

Pull Systems

Leadership Commitment and Support

• Culture Centered on Patient Care • Servant Leadership (EPIC) • Employee Engagement • Cascading Annual Planning Process

Principles

• Patient Centered

Imagin

Performance Review; Professional Recognition; Promotions

Imagin

Patient

Imagin

W W W W W W= WASTE

Patient

Value Stream Analysis Process

Principles • Patient Centered • Quality at the Source • Standard Processes

Standard Work Chart

Lead Checklist

Principles • Patient Centered • Quality at the Source • Standard Processes • Engaged Employees

Medication Sorting

<----- Before

After ----->

Principles • Patient Centered • Quality at the Source • Standard Processes • Engaged Employees • Pursuit of Perfection • Supplier Partnerships

- Culture Centered on Patient Care - Servant Leadership (EPIC)

- Employee Engagement - Cascading Annual Planning Process

Standard Processes

Engaged Employees

Without Waste

Just-in-Time

Continuous Flow

Standard Work

Mistake Proofing

Pull Systems

Objectives • Defect Free • Without Waste

Current Rounds made by a Floor RN

Roaming Supply Cart

Frequently needed supplies are stored in drawers.

Dietary items (i.e. spoons, applesauce, straws, thickener) are located in drawers separate from the linens.

Objectives • Defect Free • Without Waste • Just-in-Time • Continuous Flow

Continuous Flow

Continuous Flow Before After

Objectives • Defect Free • Without Waste • Just-in-Time • Continuous Flow • Continuous Improvement

• Lower the water level • Find rocks • Remove them • Lower the water level • Find new rocks • Remove them • Lower the water level • Etc., etc… • Seek perfection

(a never-ending process)

Standard Processes

Engaged Employees

Without Waste

Just-in-Time

Continuous Flow

Standard Work

Mistake Proofing

Pull Systems

The Key Processes for Lean Healthcare

A3 Problem Solving

Value Stream Analysis Process

Standard Processes

Engaged Employees

Without Waste

Just-in-Time

Continuous Flow

Standard Work

Mistake Proofing

Pull Systems

Building a True Lean Culture

Means winning “one heart and soul at a time”

Each individual comes to a full commitment at their own individual pace

Be patient - some who embrace it slowly become the strongest advocates

You know you’re there when all employees are engaged in identifying and eliminating waste every day

Standard Processes

Engaged Employees

Without Waste

Just-in-Time

Continuous Flow

Standard Work

Mistake Proofing

Pull Systems

Contact Information

Operational Performance Solutions, Inc.

77 East Main Street, Suite 402

Westminster, MD 21157

(410) 871-0995

info@OPSgroupinc.com

www.OPSgroupinc.com

Questions?

What future webinar topics will be most helpful to you?

Contact Information

Operational Performance Solutions, Inc.

77 East Main Street, Suite 402

Westminster, MD 21157

(410) 871-0995

info@OPSgroupinc.com

www.OPSgroupinc.com

“roadmap for success” - ops, inc · “roadmap for success ... leveled schedule – standard...

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