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By Dennis R. Delisle
During this e-book you'll find the next: A based method of executing lean advancements correct real-world case reports Examples of instruments and templates besides downloadable documents tricks, suggestions, and classes realized bankruptcy demanding situations geared toward giving the reader assignments to use key options and instruments within the paintings atmosphere the first viewers for this ebook is participants chargeable for development in healthcare settings, equivalent to lean practitioners, Six Sigma belts, caliber development experts, and undertaking managers. extra health and wellbeing execs will enjoy the useful program and information. Positions comprise frontline managers and supervisors, development groups, professors instructing caliber development and/or operations administration, healthcare pros answerable for functionality development, and scholars in all comparable well-being professions (clinical and administrative). The e-book promotes useful software. Readers are built with the talents to enforce lean thoughts and instruments inside of their paintings atmosphere. also, the booklet offers perception and methods for fending off failure and constructing buy-in
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Extra resources for Executing lean improvements : a practical guide with real-world healthcare case studies
Sample text
Wait for physician 9. Physician exam 10. Wait for prescription script 11. Receive script 12. Walk to checkout area 13. 5 High-level process steps for physician’s office visit. 4 Sign in Wait Called back Vitals Process map of physician’s office visit. 6 Sign in Wait Called back Vitals Walk RN interview High- and midlevel process steps for physician’s office visit. 7 Cycle times for physician’s office visit. Physician exam 10 minutes Wait Rx 20 4 minutes minutes Walk Check out 1 minute 5 minutes PrinciPLe #2: MaP the vaLue streaM 37 First-Pass yield (FPy): The percentage of time a process is done correctly the first time.
The DOWNTIME acronym (Defects, Overproduction, Waiting, Nonutilized skill or intellect, Transportation, Inventory, Motion, Extra processing) categorizes waste. 3 details each waste based on its definition, examples, potential causes, questions to ask to help identify it, and countermeasures for reduction/ elimination. 11 Roadmap: Identify waste. 3 DOWNTIME waste matrix. Definition Examples Potential causes Questions to ask Countermeasures Defects Rework, errors, incomplete or incorrect information • Medication errors • Process step not performed correctly • Missing information • Lack of understanding of what “defect-free” means • Insufficient training • Are tasks clearly defined (who, what, when, how)?
The first section identified for improvement is the “Sign in” to “Vitals” component. The first four steps of the process total 28 minutes, of which only 1 minute is VA. ” Within this section of the process, waiting accounts for 48 minutes of the total process. 8. Prioritize improvement opportunities and reduce/eliminate NVA activities. Two targeted areas for improvement narrow the focus within the 13-step midlevel physician’s office visit. Given the large portion of NVA activity at the front end, it makes the most sense to begin problem solving here.