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Value Stream Management for Lean Healthcare

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Value Stream Management for Lean Healthcare ISE 491 Fall 2009 Process Improvement in Healthcare - Lecture 3 Contemporary Quality Movements Six Sigma Customer-focused ... – PowerPoint PPT presentation

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Title: Value Stream Management for Lean Healthcare


1
Value Stream Management for Lean Healthcare
  • ISE 491 Fall 2009
  • Process Improvement in Healthcare - Lecture 3

2
Contemporary Quality Movements
  • Six Sigma
  • Customer-focused statistically-based methodology
    for reducing defects ltTapping, et algt
  • Voice of the Customer, designed experimentation
    to minimize variation and root-cause analysis
  • Lean
  • Philosophical approach that works to eliminate
    waste or non-value added activities while
    improving process flow ltTapping, et algt
  • 5 S, visual controls, mistake proofing, kanbans
  • Lean Six Sigma combination of both
    methodologies with an emphasis on identifying
    waste and reducing defects

3
Lean Healthcare
  • Pressure on the Healthcare to Become Leaner
  • Consumers increasing awareness of the
    inefficiencies in healthcare
  • Changing practices of payers (federal government,
    private insurance, individuals)
  • HHS (hospital compare) CMS policy toward never
    events
  • Healthcare Customers
  • The ultimate customer in healthcare is the
    patient
  • The healthcare system is comprised of multiple
    internal customers and suppliers
  • Customers are also stakeholders
  • Implementation in Healthcare
  • Applied throughout a complex system (Broad
    application)
  • Adopted quickly by various departments with
    minimal training
  • Results seen immediately by internal and
    external customers
  • The Right Methods at the Right Time???

4
Potential Obstacles to Lean Healthcare 1
  • Culture of organization or department
  • Its not my job attitude
  • Lack of vision or purpose from upper management
  • Lack of capable processes and standards
  • Fear of change
  • Inadequate training

5
Potential Obstacles to Lean Healthcare 2
  • Financial constraints
  • Departmental silos
  • Lack of departmental communication and
    co-ordination of care or information
  • Governmental regulations
  • Legal constraints
  • Safety concerns
  • Certification/licensing requirements

6
Benefits of Value Stream Management as described
by Tapping et al
  • Focus improvement efforts toward a single
    customer or patient process
  • Prevent scope creep
  • Allow for departmental areas to be improved with
    minimal resource allocation
  • Allow resource coordination/allocation across the
    organization
  • Allow for a means of moving from the current
    state to the future state
  • Provide a structure for the process owner with
    the necessary skills to initiate projects more
    frequently
  • Allow Lean to be understood in everyday
    terminology
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