A Lean Guide to Transforming Healthcare: How to Implement Lean Principles in Hospitals, Medical Offices, Clinics, and Other Healthcare Organizations
This book is an implementation manual for lean tools and principles in a healthcare environment. Lean is a growth strategy, a survival strategy, and an improvement strategy. The goal of lean is, first and foremost, to provide value to the patient/customer, and in so doing eliminate the delays, overcrowding, and frustration associated with the existing care delivery system. Lean creates a better working environment where what is supposed to happen does happen. On time, every time. It allows clinicians to spend more of their time caring for patients and improves the quality of care these patients receive. A lean organization values its employees and encourages their involvement in organizational initiatives which, in turn, sustains hospital-wide quality improvements. The opportunities for lean in healthcare are limitless. This is not a book to be read and forgotten, nor is it meant to sit on a book shelf as another addition to an impressive but underutilized collection of how-to books. As the name implies, it is a guide; a companion to be referenced again and again as the organization moves forward with its lean transformation.
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Identifying Areas of Opportunity
Substantiating and Enumerating Improvements
The Second S Seiton Orderliness Straighten
The Third S Seiso Cleanliness Scrub
MistakeProofing Work Sheet
Loading and Unloading Time
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A Lean Guide to Transforming Healthcare: How to Implement Lean Principles in ...
No preview available - 2006
accomplished analysis andon brainstorming calculated cause-and-effect diagram changeover combination sheet commitment complete conducted constraints create flow current situation customer demand cycle defect design of experiment diagram eliminate ensure example FIFO goal healthcare hospital ideas identified improvement inventory kanban lean concepts lean event lean implementation lean initiative lean organization lean principles lean tools lean transformation LIFO manufacturing measurement system analysis medication method minutes mistake mistake-proofing necessary needed non-value-added activities non-value-added process steps non-value-added steps observation sheet opportunity organization’s outpatient blood draw patient or product patient/customer Percent load chart performed pharmacist pharmacy phase phlebotomist poka-yoke problem process sequence product or service pull red tag reduce result Six Sigma specimens staff members standard work forms standard work sheet strategic plan SWIP takt tasks team leader team members Toyota Toyota Production System value stream map value-added visual controls Yale-New Haven Hospital