The document discusses the principles and benefits of Lean healthcare and Kaizen. It provides examples of healthcare organizations that have successfully implemented Lean/Kaizen approaches to reduce costs, improve quality, and engage staff. Key points include how daily Kaizen, data collection, and empowering staff can continuously improve processes and outcomes for patients.
Aging population (more demand, fewer workers), outrageously high costs (highest in the world by far) and poor quality (200,000 a year dying from infections and preventable errors). Uncertainty of whatās called the Patient Protection and Affordable Care Act (ObamaCare) ā payments to hospitals are being cutā¦ so many hospitals are laying off people.
Michel ā itās a short-term fix, but not a good fix
Staff morale ļ patient sat and outcomes
So where is all of the improvement?He called these āself-development and the pursuit of completeness are āfamiliar themes in medical instruction and history.ā Bad apples instead of improving the processNeed to lead people toward solutionsShift away from finger pointing, name blame and shame
The 2nd one is from Australia
What does THIS have to do with THIS? What ifā¦. the story of the consultant thrown out of a hospital for suggesting a moving assembly line.
This isnāt about tools ā itās about defining an ideal condition and working tirelessly to close the gap between current state (ACCURATE version) and the ideal state. Can we challenge assumptions? Test ā first day on your job--- ask why something is done or why canāt we do it a better way? How does the organization respond? Start from needā¦
Guideline = 120 min ādoor- to-balloonā ā 70% successāDid not have a clear, standardized response to heart attacks.āNow 100% success against 90 minute targetFocus on the patient as customerRespect the patientās timeIdentify systemic causes of patient waitingStandardized workVisual managementStaffing levelsScheduling practicesLook across the entire āvalue streamāMinimize delays from handoffs
Cost per case actually DECREASED compared to the 2006 baseline. Sometimes you
One dysfunction is thinking kaizen (or improvement) is about episodic events
Need ALL of these steps
Suggestion boxes are well intendedā¦ perhaps. Iāll give them that much credit. But they seem like they donāt usually work. Itās not the fault of the boxā¦ itās how they are managed. What are the two common features of these boxes, and more you can buy online? The lockā¦ and their opaqueness.
David Mann
They have 100 idea boards
Berwick ā stop looking for bad apples
Intermountain has similar data
36% 53% 75% of departments had at least ONE person participate in Kaizen
If you include POTENTIAL SAVINGS ā this number was $3M in 2010. Keep in mind they do NOT add up the financial impact of everythingā¦
CALL TO ACTION: GO BACK AND DO ONE KAIZEN WHEN BACK TO WORK