Teaching Lean Workshop Shs Asq Poole Hinton Kraebber 2010 02 25
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Semelhante a Teaching Lean Workshop Shs Asq Poole Hinton Kraebber 2010 02 25
Semelhante a Teaching Lean Workshop Shs Asq Poole Hinton Kraebber 2010 02 25 (20)
Teaching Lean Workshop Shs Asq Poole Hinton Kraebber 2010 02 25
- 2. Welcome!
- 3. Introductions Who we are
- 7. Introductions Your name Your expectations for this workshop
- 11. 5S Fundamental tool of a lean organization Easy for staff to understand, relate to personal lives Helps to create “quick wins” for staff Establishes pride in workplace Creates a new expectation for all staff Can generate savings in capital and operating $$$
- 33. Break! Attendee practice Time check – 2:00pm, resume at 2:15pm
- 36. Pull Systems
- 37. Changeover Reduction / SMED
- 38. Visual Workplace / Visual Management
- 39. Kanban
- 40. Nursing Station 5S – Before
- 41. Nursing Station 5S – During Sort Straighten (Set in Order) Shine
- 42. Nursing Station 5S – After
- 46. 4E Nursing Unit – Med Room 5S Before After
- 47. PT/OT Supply Room – Before
- 48. PT/OT Supply Room – Sort Phase
- 49. PT/OT Supply Room – Set in Order / Shine
- 50. ED Trauma Room – 5S Activity Pre-5S
- 51. ED Trauma Room – 5S Activity Sort Phase
- 52. ED Trauma Room – 5S Activity Post-5S
- 53. ED Trauma Room 30 Days Post-5S Activity
- 55. 5S Numbers Game
- 57. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41 42 43 44 45 46 47 48 49 50 51 52 53 54 54 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 40
- 59. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41 42 43 44 45 46 47 48 49 40 18
- 61. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41 42 43 44 45 46 47 48 49 40 18
- 63. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41 42 43 44 45 46 47 48 49 40 18
- 65. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49
- 67. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41 43 44 45 46 47 48 49 50 51 52 53 54 54 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 40
- 69. 1 2 3 4 5 6 7 8 9 10 11 12 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49
- 74. LSS Roadmap Lean Leader Program LSS Basics Computer based training
- 85. SCMC Simulation Process Map
- 90. The 5S’s
- 102. Middle Management must champion and spread lean in both directions to ensure transformation
- 106. Break! Time check – 3:45pm, resume at 4:00pm
- 107. Teaching Lean in Healthcare
- 124. Questions and Discussion ?
- 125. Wrap-up Kindly complete the workshop survey! Be sure to take home your workbooks Contact us if you need further advice Thank You!
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- Jamie The goal here is to engage without them knowing they are about to get taken through a lesson. Clinical personnel typically don’t like to get told a new approach to something or what they SHOULD be doing unless: 1. You hold their position and have more seniority; 2. Are a physician; 3. If a physician - Are a physician in the same specialty In working with medical field, their position is what they live and in this setting they tend to think clinically. With these teaching sessions, we aim to appeal to their personal self, address every-day things, and apply the methodology to something they can use in life – both personally and professionally. And hence… today we will fold laundry...with scrubs. Discussion first – The answers we are looking for are: 1. Who doesn’t care how your laundry is folded? (it doesn’t even matter as long as it gets done) 2. Who feels emphatically different? (No, it must be done to my standards and look presentable, neat, and be ready when I need it) If you don’t get them from the group take the closest you get to the personality types and emphatically blame your spouse for being just like the other personality type and volunteer X will be playing their role.
- Jamie The goal here is to not skew the process by giving too much away of what you are looking for -the first time of folding. We want a natural process. It doesn’t take long - about a minute unless the “quality driven” person is meticulous to a fault. ;)
- Jamie Discussion: What did folders see in their own process? (Ask this group first – and ask a scribe to list on flipchart. Usually they see nothing except time , or says the “relaxed” person – then they debate lovingly) Discussion: What did observers see? (Usually obvious differences like time, quality, process Steps) Good time to discuss why we need to take a step back and look at our every day rut or go to the place where the activity happens. This term in my experience has caught on and people like it because they remember what it means. Once they have lean, they get it and they see things in a different light. I walk past previous team members in the halls now and they will ask – “Going to the Gemba?” with a smile. This term stands. Kindly thank the “relaxed” volunteer - everyone give them a hand - and request the meticulous person to stay for a few more minutes.
- Jamie Document as the person is folding. Asking her to perhaps go a little slower so that the team can watch closely. Here we are training on basic flow charts. For clinical people just starting out they won’t get all of the little steps. Bring their attention to them by asking if that is truly what happened next or did the person do X? In the clinical world, we don’t think in absolutes, our minds are always sifting through what could be and exceptions. With Process Mapping and Value Stream Mapping, we are forced to look at the details for what they are - without exceptions or thinking about the patient in room 235. After steps are numbered, ask for another instant replay- this time folding normally and assigning a timekeeper to take the score. (if you do both the instant replay 1 and the time keeping at the same time, the time will be skewed by discussion.) On second time of folding, ask for a timekeeper to give us a time of how long it takes to go through those steps. As a class, document the steps of the meticulous person folding the scrub tops Construct simple process flowchart Time participant vs Jamie X 3 scrub tops each
- Jamie You can usually have the shirts flat and positioned prior to starting and no one notices. Even still – it’s a lean process. Clinical teams and people not in the industry tend to be wowed by this example. Discussion follows.
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- Karl Nursing units, Offices, Materials Management, Mechanical/Engineering areas, Laboratory, Pharmacy
- Karl 4E at St. Elizabeth. Came up with the standard layout that was done at 3 places in the room, depending on room number
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- Karl This sheet represents our current work place. Our job during a 15 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 1 2 3 The team score will be represented by the lowest individual score achieved.
- Implement 5S In This Area “ Sort” 50………………………………..90 = GONE Items that aren’t numbers = GONE “ Showcase” Clean it up, make it look “Like New” 3. Strike out numbers 1 to 49 in sequence during a 15 second shift.
- Having achieved some improvement, we now need to move onto the next step ”Set In Order”. Same rules apply 15 second shift, lowest individual score equals team score etc…
- Having now made a significant step forward, we must “Standardize”. Mention colorblind considerations. Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re-organize them in a standard way that makes the completion of the work task as easy as possible. This should ensure that everyone is able to complete the task (and therefore produce a team score of 49.)
- This sheet represents our current work place. Our job during a 15 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 1 2 3 The team score will be represented by the lowest individual score achieved.
- All three phases are part of the LSS Roadmap Roadmap serves as a guide for developing Lean Leaders
- Considerations as to: Activities (Mr. Potato Head) Training format – frequency, length of time on a topic, homework Amount of content that can be covered each session
- Same level of detail Every activity One unit as it passes through – one patient, lab specimen, bill, food tray Always and sometimes activities – days vs. nights, weekday vs. weekend, etc
- What things, can you think of, that flow through the hospital?
- Need to see the bigger picture of the (patient, med, supply) experience to use these flow techniques What do you think of when you hear the term bottleneck? In the LSS lingo it is referred to as the constraint – or its limiting/constraining the system performance and output
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