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Healthcare Workshops

Lean Healthcare 5 Day Kaizen Workshop

The Lean Healthcare workshop is an on-site, highly engaging, results-driven application of the practices and principles derived from the Toyota Production System (i.e., Lean).  Teams of 5-7 staff (at a maximum of 5 teams per facility) must be available for the entire five day workshop.  The Lean tools of value stream mapping, kaizen, takt time, pitch, standard work, continuous flow, leveling, runners, visual controls, 5S,  workplace layout, plus numerous others will be thoroughly explained and applied to team projects throughout the workshop. 

Examples of these tools from other hospitals will be provided allowing teams with additional insight into how Lean can be applied to their project. All workshops will be facilitated by a Lean Sensei (Sensei is Japanese for “teacher” or “one who has gone before”) and a healthcare professional (RN) who has been practicing Lean for numerous years.  The team will follow these four phases:

Phase I Assess: gather the necessary data

Phase II Diagnosis: establish the measurements and expected outcomes

Phase III Treat: test and implement the tools

Phase IV Prevent: create a visual system for improvements to be sustained

This progression has proven successful in many hospitals, clinics, and other healthcare facilities.   Visit www.theleanstore.com or the Education for Lean Healthcare Institute elhi.org “ELI” for more information.

Highlights of the training:

  • Lean projects will co-exist and support Six Sigma initiatives

  • Options are available for top level Lean training and benchmark visits

  • The latest Lean Healthcare training materials will be used

  • Results of Lean projects will be published (if mutually agreed upon)

  • Training materials can be reused internally once the training is complete

  • The Lean Healthcare professional trainer (RN) will relate well to facility staff

  • Additional sessions of Leading Change in a Lean Environment can be included

  • Goals and outcomes will drive the change

After nearly 20 years of implementing Lean in manufacturing, education, and front offices of many organizations, there are many lessons to be learned.  Some of which are:

  • Ensure adequate time up front is allocated for planning and strategic alignment

  • Spend time up front with the staff to solicit their buy-in and gain trust

  • Behavior must change first, prior to attitudes and a new culture to emerge.  Lean is an excellent tool to get people involved in common sense improvements.

  • Communication tools must be used throughout the Lean-Sigma project assuring team progression throughout the week
     

Phase I – Assess   Day 1

Purpose:  To ensure the necessary internal and external resources are available to properly prepare and conduct the Lean project. Lean teams typically will be between 5 and 7 staff.

Outcomes:  The following objectives will be met:

  1. Management will gain a consensus
  2. A facility assessment will be conducted be a Lean Sensei
  3. A Binding Purpose will be established
  4. Drivers and measurements will be established
  5. Target area or process will be identified
  6. Communication tools will be identified
  7. Stages of team development will be reviewed
  8. Change will be addressed in context of Lean – Six Sigma improvements
  9. Detailed analysis via process map, value stream map, and/or a flow analysis index will create a current situation
  10. Data collection will begin
  11. Milestones will be established, along with a timeline

Time Frame:   8 hours

Materials and Tools:  Lean Healthcare – 7 Keys to Improving the Healthcare Environment workbook, Managing Lean Through Goals, Measurements, and Results, Drivers book, Measurement Exercise, Management Commitment Survey, Predictable Output Survey, and Readiness Guide for Phase II.

Phase II – Diagnosis  Day 2

Purpose:  To adequately understand the customer demand and create the structure to improve work and/or patient flow.

Outcomes:  The following objectives will be met:

  1. Identifying your customer in healthcare
  2. Takt time (demand) will be determined
  3. Work flow conditions will be analyzed
  4. Kaizen projects and events – types and frequency will be determined
  5. 5S will be designed into the project, where applicable
  6. Data will be analyzed
  7. First pass of future state will be created and posted
  8. Appropriate Lean tools will be applied to the area or process
  9. Best practices will be identified (if applicable)

Time Frame:   8 hours

Materials and Tools:  The Lean Healthcare Pocket Guide, 5S User’s Guide, 5S, Takt Time, Document Tagging, Effective Meeting Evaluation Form, Lean Office video, and Readiness Guide for Phase III

Phase III – Treat  Days 3,4

Purpose:  To reduce variation in a process or work area and establish standard work.

Outcomes:  The following objectives will be met:

  1. Continuous flow will be utilized through implementing pitch, FIFO lanes, workplace layout design, and/or In-process supermarkets
  2. Best practices will be documented via Standard Work
  3. Kanban systems will be implemented, where applicable
  4. 5S will continue
  5. Quick Changeover will be implemented, if applicable
  6. Second pass of future state will be created and posted
  7. Appropriate Lean tools will be applied to the area or process
  8. Evidence-based problem solving will be utilized, where appropriate

Time Frame:   16 hours

Materials and Tools:  The Lean Healthcare Pocket Guide, Standard Work Combination Table, Standard Work Chart, and Readiness Guide for Phase IV

Phase IV – Prevent   Day 5

Purpose:  To control all process work through visual controls and leveling techniques.

Outcomes:  The following objectives will be met:

  1. Runners or water spiders will be used, if applicable
  2. 5S will continue
  3. Mistake proofing will be used
  4. Standards will be made visual
  5. Overall equipment effectiveness will be applied, where appropriate
  6. Training to standards will occur
  7. Scheduling versus leveling will be explored and current system updated
  8. Third pass of future state will be created, posted, and implemented
  9. Team recognition and final action items reviewed
  10. New team goals established
  11. Lessons learned posted and distributed
  12. Cross-functional management teams will be explored
  13. Case study documented
  14. Training materials updated for use on next project

Time Frame:   8 hours

Note:  This workshop can be conducted in 3 days if the Lean or Six Sigma coordinator at the site has previously trained the team in Lean concepts and a first pass of a value stream map has been created.