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Value Stream Management for Lean Healthcare

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Value Stream Management for Lean Healthcare ISE 491 Fall 2009 The Elimination of Waste in Healthcare - Lecture 5 Fall 2009 ISE 491 Dr. Burtner Lecture 5 Slide ... – 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
  • The Elimination of Waste in Healthcare - Lecture
    5

2
Eight Categories of Waste (in Healthcare)
  • Overproduction
  • Waiting
  • Excess Motion
  • Excess Conveyance
  • Over-processing
  • Inventory
  • Defects
  • Unused Creativity

Fall 2009
ISE 491 Dr. Burtner
3
Overproduction (Unnecessary Services)
  • Producing work or providing a service before it
    is required or requested
  • Some Elimination Strategies
  • Establish continuous work flow in terms of
    product or service needed at the appropriate time
    (for the downstream customer)
  • Create visual controls to prevent early
    processing of information or services
  • Ensure information is only entered into one
    common database for authorized users
  • Create checklists to ensure all necessary
    information is collected at the appropriate time
  • Ensure email distribution lists and reports are
    distributed to necessary staff only

Fall 2009
ISE 491 Dr. Burtner
4
Waiting
  • Waiting for people, equipment, signatures,
    supplies, information, etc.
  • Some Elimination Strategies
  • Review and standardize signature and approval
    requirements.
  • Cross-train staff to accommodate changes in
    service demands
  • Balance workloads throughout the day and ensure
    staff members are working optimally.
  • Ensure equipment and supplies are located in
    close proximity to their required use.
  • Ensure work items are labeled and a point-of-use
    (as appropriate)

Fall 2009
ISE 491 Dr. Burtner
5
Excess Motion
  • Excess movement of people, equipment, paperwork,
    electronic communication that does not add value
  • Some Elimination Strategies
  • Ensure supply areas are well organized utilizing
    color codes and labels for quick access
  • Organize computer files for easy retrieval
  • Establish file naming conventions within
    departments
  • Establish standards of communication ensuring
    doctors orders and charts are easily accessible
    for authorized staff.
  • Relocate staff, equipment, to closest area that
    requires service

Fall 2009
ISE 491 Dr. Burtner
6
Excessive Conveyance (Excessive Transportation)
  • Delivering work products without adding value
  • In the healthcare environment, the patient is a
    work product that flows through the system
  • Examples
  • Delivery of equipment too early or too late
  • Transporting patients to surgery prematurely
  • Moving samples or specimens to the wrong location
  • Placing a gurney in the hall and constantly
    having to more it

Fall 2009
ISE 491 Dr. Burtner
7
Overprocessing
  • Putting work into accomplishing something that
    the patient, physician, or healthcare provider
    either does not ask for or does not want
  • Results in non-value added work that the customer
    does not want to pay for
  • Examples
  • Retesting (eg. Performing a second 24-hour urine
    test because a staff member obtained the first
    specimen incorrectly)
  • Ordering more diagnostic tests than the diagnosis
    warrants (eg. ordering a Chem 24 when a Chem 6
    will suffice
  • Entering repetitive form information
  • Completing excessive paperwork

Fall 2009
ISE 491 Dr. Burtner
8
Inventory
  • Excess or outdated supplies excess work piles
  • Elimination of inventory frees up space and makes
    it easier to find essential items quickly
  • Examples
  • Duplicate medications and supplies in excess of
    normal usage
  • Obsolete office equipment
  • Excessive office supplies
  • Obsolete charts, files, and medical equipment
  • Extra or outdated manuals, newsletters, or
    magazines

Fall 2009
ISE 491 Dr. Burtner
9
Defects
  • Also known as mistakes or errors
  • Defect waste includes all processing required to
    correct a defect or mistake
  • It takes less time to do it right the first time
    than to discover and correct the mistakes
  • Examples
  • Medication errors
  • Incorrect patient information
  • Incorrect procedure
  • Missing information
  • Redraws

Fall 2009
ISE 491 Dr. Burtner
10
Unused Creativity
  • Not utilizing the available talents and skills of
    the staff to their fullest
  • Examples
  • Insufficient cross-training of staff
  • Reluctance to elicit process improvement ideas
    from workers closest to the process
  • Design of policies, procedures, and practices
    without sufficient input from workers

Fall 2009
ISE 491 Dr. Burtner
11
Primary Sources
  • The Lean Healthcare Pocket Guide XL (2008)
    Authors Debra Hadfield, RN MSN and Shelagh
    Holmes, RN
  • Value Stream Management for Lean Healthcare
    (2009) Authors Don Tapping, Sue Kozlowski
    (CSSBB), Laura Archbold (RN, BSN,MBA), and Todd
    Sperl (MBB)
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