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lean 18 weeks dental specialties neil westwood

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Information about lean 18 weeks dental specialties neil westwood
Education

Published on May 2, 2008

Author: Janelle

Source: authorstream.com

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Slide1:  Neil Westwood Service Transformation © NHS Institute for Innovation and Improvement © NHS Institute for Innovation and Improvement Understanding lean thinking and its application to 18 weeks Neil Westwood – Head of Continuous Improvement Slide2:  Neil Westwood Head of Continuous Improvement NHS Lean Healthcare Centre Worcestershire Acute Hospitals NHS Trust neil.westwood@worcsacute.nhs.uk We offer advice, training and consultancy for NHS organisations in Lean Thinking and continuous improvement approaches for healthcare Tel 07517744583 © NHS Institute for Innovation and Improvement Slide3:  We spend 75-95% of our time doing things that increase our costs and create no value for the customer What is Lean? Lean is the process of identifying the least wasteful way to provide value (better, safer care, with no unnecessary delays at lower cost) to our customers. Value must always be determined by the customer Slide4:  IMPROVED EFFICIENCY AND SPEED Lean – focuses on dramatically improving flow in the value stream (patient journey) and eliminating waste Slide5:  Typical patient journey © NHS Institute for Innovation and Improvement Batch and queue of patients Slide6:  Lean goals include Lean Sigma – complementary not competing © NHS Institute for Innovation and Improvement Slide8:  Redundant or unnecessary processing, work that is giving the customer more than he/she is willing to pay for People waiting for machines or information. Information waiting on people or machines Rework, work done because of errors in a previous process Making more than is necessary or making things faster than is necessary, working ahead FORMS OF WASTE I C O M W P M CURRENT THINKING REQUIRED THINKING Correction Over Production Motion Material Movement Waiting Inventory Processing WASTE Unnecessary people motions, travel, walking, searching Unnecessary handoffs, transfers, distances of material & information Information or material waiting in queue © NHS Institute for Innovation and Improvement Slide9:  Spaghetti diagram - Movement of staff in Pathology Department – helps you to see the waste of movement Wasted movement Wasted movement (2 hours per day) Consistent processes = reliable, safe and quick:  Consistent processes = reliable, safe and quick DELAYS no delays no patients waiting improved quality reduced LOS improved throughput Slide11:  Outpatients Diagnostics Treatment reduce total wait from 18 months to maximum 18 weeks by Dec 2008 © NHS Institute for Innovation and Improvement Slide12:  X X Customer places order Customer receives goods We receive money! We are aiming to reduce the lead time Time Deliver the maximum value to the customer while consuming the fewest resources by reducing lead time. Choreograph process to shorten lead time. Eliminate unnecessary steps Slide13:  2 2 5 4 1 2 10 2 2 Value Stream 1 2 6 2 LEAD TIME (62 weeks) 2 1 2 1 10 2 2 VALUE WASTE “Push the Button” for Lean Transformation in Healthcare:  “Push the Button” for Lean Transformation in Healthcare © NHS Institute for Innovation and Improvement AFTER LEAN – what a lean process looks like NO WASTE, LITTLE VARIATION, NO DEFECTS and QUICK Slide15:  © NHS Institute for Innovation and Improvement BEFORE LEAN – LOTS OF WASTE, HIGH VARIATION, DEFECTS and SLOW (DELAYS and LONG WAITING TIMES) Slide16:  Future State – staff from Preoperative assessment, daycase and theatre work together to design the new improved system Current State Future State Chief Executive asks questions and challenges teams Participate in value stream mapping events Slide17:  Current state – lots of duplication, non value adding steps, unnecessary delays Basic lean principles for improving flow and reducing lead time :  Basic lean principles for improving flow and reducing lead time Separate work into categories to improve flow of routine work and special situations (like lanes on a motorway) Manage the work flow to reduce daily re-direction Reduce waiting for decisions or approvals, if possible Combine steps to reduce handoffs Manage interruptions to maximise work flow Slide20:  WAITING STOCK OVER PROCESSING MOTION REWORK Specimens arrive Results available Missing specimen or incomplete info PROCESSING TRANSPORT Specimens opened and sorted Specimens wait to be collected (Bio/Haem) Staff have to walk to POD station Urgent specimens taken to lab Specimens delivered to lab – centrifuge room Specimens labelled placed in tray Specimens forms taken to checking Specimens loaded into centrifuge Centrifuge spins for 10 mins Specimens wait for centrifuge to be unloaded Specimens wait to be taken to analyser Specimens wait to be loaded on analyser Sometimes more specimens than can be loaded onto analyser Specimen forms booked in Forms scanned Forms sorted & put in piles Results authorised Forms taken for scanning Forms taken for clinical authorisation unloaded Forms waiting to be booking in Forms waiting to be scanned Waste Map Help staff see the waste Waste Map Help staff see the waste Slide21:  Visual management - helps you to see if equipment is out of place, saves you time Slide22:  A piece of equipment has not been returned –These are called shadows. You label them with the name of the equipment that should be there. Critical success factors:  Critical success factors Planning your Lean journey :  Planning your Lean journey Strategic (why) Operation (what) Capacity (how) 1. Commit 2. Choose 4. Map current 5. Metrics 6. Map future 7. Plan 8. Decision/commit 11. Next steps 9. Implement 10. Report 3. Learn Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 © NHS Institute for Innovation and Improvement Slide25:  FREE short guide to Lean order hard copies from www.institute.nhs.uk/lean NHS organisations have ordered over 25000 copies

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