Medical Services Client Vsm 10 10 11
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Similaire à Medical Services Client Vsm 10 10 11
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Medical Services Client Vsm 10 10 11
- 1. NEW Lean Consulting Group Value Stream Mapping Event Home Healthcare Service Industry October 20-21, 2011
- 7. What is Lean? A work philosophy of eliminating waste and increasing value of products and services
- 9. LEAN Principles Setup Reductions Teams 5S Error Proofing TPM Kanban Work Cell Standardized Work Kaizen A3 Problem Solving Value Stream Map
- 13. Why Change? We cannot solve our problems with the same thinking we used when we created them. Albert Einstein
- 18. Standardize IMPROVEMENT TIME Kaizen Kaizen Kaizen From “Kaizen”, Masaaki Imai Standardize Standardize Kaizen Starting Process
- 24. A team is a group of people working together towards a common goal.
- 29. Waste Wheel 1 2 3 4 5 6 7 8 Value Added Work 5 % Over Production Inventory Transportation Knowledge Corrections Over Processing
- 31. Examples of Waste in the Office Motion Going to copy machine or fax, searching for files, extra key strokes, hand-offs, going to get signatures. Waiting (Idle Time) Waiting for system to come up, customer or supplier responses, handed-off file to come back, decisions. Transportation Retrieving/storing files, carrying or posting paperwork, loops. Defects Data entry error, missing information, re-work. Over-Processing Repeated entry of data, “Cadillac” report when something less would do, unneeded steps, duplication, layers of approval. Over-Production Doing more than is needed, doing things too far ahead of customer need, creating reports that no one reads, making extra copies “just in case”. Inventory Open projects, unread e-mails, office supplies, unused records in database, items waiting for attention. Misused Resources Not engaging everyone in improvement, not utilizing all skills available in the organization, unclear roles and responsibilities.
- 32. Learning to see waste..… If we hadn’t challenged the status quo, we wouldn’t have: microwaves, cell phones, Ipads, portable air conditioners, makes/model of cars, laptops.
- 38. Current State Process Request to Proposal Invoice to Cash Receipt Order Confirmed thru Shipping Focus Area for improvement due to high number of wastes
- 39. Current State Process Effectiveness November 4, 2011 Process Metrics Starting Baseline Full Process Starting Baseline Focus Area Total Number of Steps 45 26 # Value Adding Steps 23 13 # Non-Value Adding Steps 22 13 Number of Approvals 2 0 Number of Hand-offs 19 12 Number of Recycle Loops 12 5 Number Error Proofing Minimal 0
- 43. Future State Process Effectiveness Process Metrics Starting Baseline Focus Areas Future State Focus Areas Actual Change % Improved Total Number of Steps 26 21 -5 19% # Value Adding Steps 13 13 No change # Non-Value Adding Steps 13 8 -5 38% # Hand-offs 12 4 -8 67% # Recycle Loops 5 2 -3 60% # Error Proofing 0 2 +2 200%
- 46. Plan Do Check Act Act - How to improve next time Plan - What to do. How to do it. Do - What was planned. Check - Did things happen as planned?
Notes de l'éditeur
- Businesses expect to make more profits. But how will you get different results if you don’t make changes.
- There are a number of robust tools in the LEAN tool box that we use to reduce waste and improve process A couple that focus on waste reduction you may have heard about: VSM Kaizen 5S Slide 13 Transition: Value Stream Mapping
- There are a number of key words on this slide Please notice that the first statement says lead the org NOT delegate, top management should be active, visible participants in leading the change process. Management must understand, embrace, and LEAD the organization into lean thinking The second key word is training, empowerment and enablement start with knowledge and training Value stream managers must be TRAINED , empowered and enabled to manage implementations Planning is the next key word. For example nothing will kill a lean effort in an org quicker than getting rid of resources that have been freed up as a result of waste elimination. Plans for human resources need to be figured out ahead of time and communicated to the whole organization. Finally the last statement implies measurement of progress toward lean goals. Plan, Do, Check, Act
- Lean is culture changing philosophy of Continuous Improvement (CI) . Kaizen means “small changes for the better” . Kaizen events are CI activities based on the PDCA/PDSA model in a step by step like process. Start with a process or activity - Make improvements – standardize – look for additional improvements - standardize – look for additional improvements – standardize – look for additional improvements, etc. Slide 20 Transition: PDSA Model
- If you’ll remember I defined LEAN as “a work philosophy of eliminating waste and increasing added value of products and services’. So understanding what is waste is an important consideration WHAT IS WASTE? Waste is anything other than the MINIMUM amount of resources required to ADD VALUE to the end product / service. Resources like - p eople, time, equipment, materials, parts and space - Remember “value is what the customer is willing to pay for Lean teaches you to first see and then eliminate waste. Slide 9 Transition: 8 types of waste
- Now, if you’re sitting there saying to yourself “Now J Michael, there are mandated things I have no control over and I while I might be inclined to label them waste they are a reality I HAVE to work with. And you’d be right on target. The reality is that there are some things that we have no control over and must deal with them as best we can but is no reason to throw the baby out with the bath water! There are lots of other wastes in your control that you can reduce and/or eliminate Slide 12 Transition: Lean Tool Box
- VSM is a lean technique for creating a one page visual representation of the flow of information and material used to bring a product or service to a consumer. Used to analyze the “current state” of all value added and non-value added processes used in producing a particular product or service. Once current state is mapped and analyzed a best case “Future State” is mapped to improve value added steps/processes and eliminate wasteful non-value added steps/processes. An target state implementation plan is created including communication of new performance and behavioral expectations, needed training, performance milestones and target completion dates and points at which successes will be celebrated. Slide 14 Transition: VSM current state example
- Below is the original slide wording: Provides the basis for an implementation road map.
- Once the Current State VSM is created, it becomes the baseline for improvement and for the creation of a Future State VSM The Future State is used as a implementation road map.
- The philosophy of continuous improvement (CI) through Kaizen follows the PSDA/PDCA model The first question to ask when starting a Kaizen event is what does the process do and is it really necessary? It would be a waste to improve a process that wasn’t necessary in the first place!!! PDSA steps Plan – Study process and determine what/how to improve it. Improve the process as much as possible.(*) Do – Implement new process Study /Check – assess new process Adjust/Act – make further improvements. Move to plan stage again to plan implementation. (*) Important to emphasize!! New process doesn’t have to be perfect the first time out. Through CI and the PDSA process you’ll make improvements Slide 20 Transition: 5S