lean operation in health care

7/29/2019 Lean Operation in Health Care

1/23

Lean

operations

in

Health carePresented By Group 02:

Deepti Prabha 1220150

Soumya Balakrishnan 1220160

Amit Kumar Samal 1220107

J ithin Babu 1220120

Seetharaman Thopa 1220140

Ankush Singh 1220110


2/23

Introduction

-Lean thinking begins with driving out waste so that all work

adds value and serves the customer's needs

-Identifying value-added and non-value-added steps in every

process is the beginning

Requirement

An organizational culture that is receptive to lean thinking

All staff should be involved in helping to redesign processes to

improve flow and reduce waste


3/23

Similarities between Healthcare and Manufacturing

Workers must rely on multiple, complex processes to

accomplish their tasks

Provide value to the customer or patient

Waste of money, time, supplies, or

goodwill decreases value

When applied rigorously it demonstrates a positive

impact on productivity, cost, quality, and timely

delivery of services.


4/23

Lean Health care

Most cost efficient care

Eliminating waste

Work sampling

Reducing excessive inventories


5/23

Laboratories

Reducing Turn Around Times and Errors

Emergency Departments

Reducing diversions, improving flow Outpatient Cancer Treatment

Reducing patient delays, increasing capacity

Operating Rooms

Reducing changeover times, increasing utilization Pharmacies

Reducing errors, improving response

Food Service

Reducing wasted food, improving quality

Applications of Lean inHealthcare


6/23

Transportation

Moving same patient, specimens, or supplies, workers.

Motion

Searching for patients, needed meds, right charts, supplies.

Waiting for bed assignments or discharge, or testing results

Processing

Retesting ,More paperwork ,Duplicate procedures.

Inventory

Linen (laundry) ,Pharmacy stock ,Supplies Specimens waiting for analysis

Defects

Label on the wrong tube, Wrong procedure ,Wrong patient ,Missing information.

What is Waste in Healthcare?


7/23

MUDA Approach

This process eliminate thewastein the process.

These tools helped decrease movement of

patients and supplies that did not add value

It eliminated idle time created when materials,

information, people or equipment were not ready. It allowed staff to eliminate the redundancy of

supplies, materials, and instruments.


8/23

Spaghetti Diagram

Use of

Computer Edit checks,

Pictorial Instructions,

Signals,

Sensors,

Counters

Checklists to re-design the service,

administrative processes maps

to develop systems that provides:

What the Patent wants,

Using the Method the Patient wants/needs,

When a Patient wants needs it.


9/23

Typical Example of SeattleChildrens Hospital.

Applying Kanbansystem like tubing.

Using C.P.I., the hospital has reduced the waiting time.

Using C.P.I., the hospital has eradicated the problem of

lack of space in recovery rooms.

Results:-

The cost per patient actually fell by 3.7 percent after its

implementation.

more patients are taken care off, thus reducing the

number of otential deaths.


10/23

Lab Benefits from Lean

Productivity improvement >30%

Space savings of >450 sq ft

Standardized work practices

Reduction in Errors and Error Potential Test Turnaround Time (CT) reduced by 50%


11/23

5S in Healthcare

5S is a workplace organizational tool that creates an environment that

allows work to flow, in safe, organized, intuitive and sustainable way.

Sort: Separate what isunnecessary

Shine: Clean it up

Set In Order: Organize

Standardize: Establish

standard operating procedures

Sustain: Develop long-lasting

habits


12/23

Proven 5S Lean Solutions

From a single SupplyDrawer OrganizationProject..

Tourniquets onDispenser Rolls

DrawerOrganizer Bins

Tube Rack
http://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1484&CAT_ID=1493&P_ID=5666&utm_source=5S&utm_medium=PPT&utm_campaign=SmoothRackPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1484&CAT_ID=1493&P_ID=5666&utm_source=5S&utm_medium=PPT&utm_campaign=SmoothRackPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=&CAT_ID=2610&P_ID=3800&utm_source=5S&utm_medium=PPT&utm_campaign=DrawerOrganizersPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2597&CAT_ID=2605&P_ID=5017&utm_source=5S&utm_medium=PPT&utm_campaign=LFTourniquetsInColorPg


13/23


14/23

To a StandardBenchtopWorkspace

Workstation Risers

Organizer Bins

LabWall Panel

Tilt BinsSide-Loading

Glove Dispenser

SpecimenBag

Dispenser
http://www.marketlabinc.com/product.asp?strParents=1329,2576,2610&CAT_ID=2613&P_ID=7365&utm_source=5S&utm_medium=PPT&utm_campaign=WorkstationRisersPghttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2577&CAT_ID=2578&utm_source=5S&utm_medium=PPT&utm_campaign=OrgBinsSubCatBenchSlidehttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2585&CAT_ID=2586&P_ID=3753&utm_source=5S&utm_medium=PPT&utm_campaign=WhiteTiltBinsPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,1330,1543&CAT_ID=1546&P_ID=7251&utm_source=5S&utm_medium=PPT&utm_campaign=SpecimenBagDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2615&CAT_ID=2616&P_ID=4124&utm_source=5S&utm_medium=PPT&utm_campaign=SideLoadingGloveDispenserPghttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2585&CAT_ID=2586&P_ID=3753&utm_source=5S&utm_medium=PPT&utm_campaign=WhiteTiltBinsPghttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2585&CAT_ID=2586&utm_source=5S&utm_medium=PPT&utm_campaign=LabWallSubCathttp://www.marketlabinc.com/prodtype.asp?strParents=1329,2576,2577&CAT_ID=2578&utm_source=5S&utm_medium=PPT&utm_campaign=OrgBinsSubCatBenchSlidehttp://www.marketlabinc.com/product.asp?strParents=1329,2576,2610&CAT_ID=2613&P_ID=7365&utm_source=5S&utm_medium=PPT&utm_campaign=WorkstationRisersPg


15/23


16/23

Group Technology

Machine

1

Machine

2Machine

3

Machine

4Machine

5

Materials in

Finished

goods out

One Worker, Multiple Machines


17/23

Virginia Mason Medical Centre(application of lean management)

Using lean management principles since 2002

To eliminate waste, Virginia Mason created more capacity

in existing programs and practices so that planned

expansions were scrapped, saving significant capital

expenses.

Participated in Rapid Process Improvement Weeks(RPIW)

in which teams analyze processes and propose, test, andimplement improvements.

By making use of RPIW Virginia Mason imporved their

productivity.

R lt f Vi i i M ft


18/23

Results of Virginia Mason afterimplementation RPIW

CATEGORY 2004

RESULTS

AFTER LEAN

METRIC CHANGE

FROM 2002

INVENTORY $1,350,000 Dollars Down 53%

PRODUCTIVITY 158 FTEs 36% redeployed

FLOOR SPACE 22,324 Sq. Ft. Down 41%

LEAD TIME 23,082 Hours Down 65%

PEOPLE

DISTANCE

Travelled

267,793

Feet Down 44%

PRODUCT

DISTANCE

Travelled

272,262

Feet Down 72%

SET UP TIME 7,744 Hours Down 82%


19/23

The Virginia Mason MedicalCentre Strategic Plan


20/23

Meadows Regional Medical Centre

issues with bottlenecking, turnaround times, decreased satisfaction

and overworked nurses.

conducted a three-day lean overview workshop

44 action items for reducing the time needed to admit, treat and

discharge non-critical ER patients

Changes made by the hospital included standardizing mobile supply

stations; labeling racks, trays and drawers; installing a color-coded

flag system outside patient rooms; issuing patients

red allergy armbands to alert medical staff; and adding a holding

area for patients who need to see a doctor but who don't need a

room.
http://www.news-medical.net/health/Allergies-What-are-Allergies.aspxhttp://www.news-medical.net/health/Allergies-What-are-Allergies.aspx


21/23

Imlemented IT

Reduced patients waiting time, reduced

turnaround times.

room employees are now more empowered to

take initiative and make changes that could

positively impact their work process a

hallmark of the lean system.


22/23

References

Graban, Mark; 2009, Lean Hospitals, Improving quality, patient safety, andemployee satisfaction. CRC Press, London p75

Liker.JK& Meier DP; 2007,Toyota Talent. Developing your people the ToyotaWay, McGraw-Hill, New York

http://www.leanblog.org/


23/23

THANK YOU

lean operation in health care

Documents