TAKING IMPROVEMENT FROM THE ASSEMBLY LINE TO HEALTHCARE the application of lean within the... healthcare industry

Quality healthcare is a cornerstone of any healthy society. In the U.S., we have access to sophisticated medical technology, world renowned physicians, highly trained nurses and hospital personnel, advanced pharmaceuticals, and innovations in diagnosis and treatment. But for all of our sophistication, serious problems afflict healthcare systems across the U.S. today – problems that cause severe hardship for families in communities large and small. Considering its impact on society, healthcare is arguably our most important industry. Good health is a key aspect of a productive and fulfilling life no matter what a person's age, cultural background, social status or career. To live well and provide for ourselves and others, we all depend on a strong healthcare system that can help us prevent illness and access effective treatment when we need it. Needless to say, building and maintaining that robust healthcare system is no easy task. According to a report by the Institute of Medicine, up to 98,000 deaths per year occur in U.S. hospitals as a result of adverse events. In other words, errors in hospitals cause more annual deaths than acceptable and are totally preventable. With the healthcare system in such critical condition, Lean is the best possible treatment as it moves to eliminate waste and improve processes. The revised edition of Taking Improvement from the Assembly Line to Healthcare supplies step-by-step guidance on how to implement Lean methods to achieve world-class improvement with the healthcare industry. The updated edition of this Shingo award winner book provides specific examples of Lean implementation in emergency medicine, diagnostic imaging, orthopedic clinics, general internal medicine, administration, and community care. Highlighting quality, safety, and financial evidence as to why immediate change is both possible and essential, the book provides a firm foundation in Lean improvement and the tools used to deliver sustainable solutions. This revised edition presents new and updated client interviews and how the process has changed or been enhanced, what worked and what didn't work. New case studies from U.S. and Canada provide readers with the real-world understanding needed to embark and sustain a successful improvement journey. Cover Half Title Title Page Copyright Page Table of Contents Acknowledgments About the Author Introduction Chapter 1 Critical Condition: Why Change Is Needed Introduction: The Perfect Storm Quality of Care Access to Services Affordability of Healthcare Services Shortage of Resources Physician Burnout Notes Chapter 2 Fundamentals of Improvement Now What? What Is Lean? Value-Added Activities Non-Value-Added Activities Themes of Lean Improvement: Continuous Improvement Themes of Lean Improvement: Respect for All People Seven Wastes Overproduction Waiting Overprocessing Inventory Motion Defects Transportation Principles of Improvement: Lean DNA Flow Pull Defect-Free Work Visual Management Kaizen Notes Chapter 3 Tools for Improvement Introduction to Tools Takt Time Clinic Example Direct (Time) Observation Loading Diagram Spaghetti Mapping and Circle Diagrams Circle Diagram Flow Diagram with Value-Added/Non-Value-Added Analyses Value-Added and Non-Value-Added Analyses Standard Work Process Control Summary Putting Tools Together A3 Thinking Value Stream Mapping and Analysis Kaizen 5S Notes Chapter 4 Case Studies Revolutionizing Emergency Services: Enhanced Quality and Access Accelerating Productivity and Access in Diagnostic Imaging Creating the Ultimate Patient Experience: A Visit to an Orthopedic Clinic World Class Care at Inpatient Medical Unit Beyond the Hospital: Continuing Care in the Community Creating More Time for Quality Care: Streamlining Patient Registration Improving Access to Specialty Care: Dermatology Clinic Summary Chapter 5 Getting Started Define Measurable Outcomes Select and Map Value Streams Begin Improvement Sustain Improvement and Manage Visually 5S Process Control Results Management Support Improvement with Lean Training and Coaching Spread Improvement Spreading Improvement through the Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Chapter 6 Leadership Lessons Learned Participate Walk the Value Streams Commit Resources to Ensure Success Facilitation Team Resources Improvement Supplies External Resources Hold People Accountable Engage Physicians Establish a Governance Structure Address Antibodies Develop and Deliver Communication Strategy Redeployment versus Unemployment Develop a Measurement System Demand and Monitor Results Expect Improvement! Closing the Loop Book Summary Note Index