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Finding Your Lean Passion
Dr. Timothy D. Hill, Ph.D., CLSSMBB, PMP
Lean Improvement Specialist
Performance + Transformation System (P+TS)
Strategic Goal
• Create a Lean culture
• Driving...
• Reliability: Keeping our patients safe doing the
right things at the right times.
• Innovation: Allowing us to see our performance
evolve
• Values: Respect for people through engagement
• Evidence: Informing and guiding our
improvements
DRIVE
P+TS is Built on:
Where can you hear about Lean’s success?
• Virginia Mason Medical Center (VMMC)
• ThedaCare, Wisconsin
• Toyota, Wiremold, Ford
• Patient- Centered Primary Care
Collaborative
• 100k Foundation
• Dennis Quaid Foundation
The Impact of Lean Principles in Industry
What Lean is not
• It’s not “Lean and mean”
• It’s not about cost reductions
• It’s not from the top down
• It does bring in Emily’s experience!
What is Lean’s success? Going from this...
Necessary non value adding
NNVA
Value adding
Employee activities
Non Value
Adding
Value creation Activities that
directly add value for the patient Waste
Work that does not
add value to the patient
Necessary supporting activities.
Non value adding, but unavoidable
activities
To this!
Waste Value
adding
Employee activities
NNVA
Making Lean a Success
• Letting people become the change that
they want to see and not forcing the
change
• It’s about improving the process that
needs improvement the most and not
“tinkering”
• By going slowly to go fast
Or as Fukuda said...
“Change is a voyage, but only about 10 percent
understand the need and want to be rowers. Most people
don’t understand the need for change. They are watchers.
A few, maybe 10 percent, are opposed to change. The
grumblers will resist change.”
Results of 175 Rapid Process Improvement
Events at Virginia Mason Medical Center
Success at ThedaCare in Wisconsin
• Door to needle times for stroke victims
Lean at Bluewater Health
• In our Clinical processes
• Off-loading delays from the ambulance to the
High Acuity Bay
• In our Non-Clinical processes
• Scheduling for our out-patient diabetes clinic
• In our Business processes
• Recruiting and selection process for new staff
Early Lean Successes at BWH
• Increases in patient & staff satisfaction
• Physician involvement
• Greater involvement of our Patient
Experience Partners (PEP)
• Ability to meet healthcare’s ever changing
needs.
• Greater acceptance of change
• Process improvement ideas being generated
from the staff who do the actual work
Process Improvement Work
• Clinical – working on falls, improving
quality of stay and patient safety.
• Non-Clinical – improvements in delivering
materials
• Professional Staff – working on improving
various wait times and processes
Lean Tools
• Daily Status (Stat) Sheets
• Lean Huddle Boards
• Coaching
• 3 Reals – real facts, real place, real problem
• 5 S steps are: Sort, Set, Shine, Standardize and
Sustain
• PDSA – Plan, Do, Study & Act
• Root Cause Analysis
• Rapid Improvement Events
Daily Stat Sheet
Lean Huddle Board
Lean Huddle Board: Surgical Inpatient
Lean Huddle Board: Day Surgery
Lean Huddle Board: Lab
Lean Huddle Board: Med T
Lean Huddle Board: Diagnostic Imaging
At the Lean Huddle Board
A Value Stream Map
Rapid Improvement Event
Find your passion
• By improving Emily’s healthcare journey,
reducing medical errors, reducing
misdiagnoses, medication errors, falls or
hospital acquired infections
• As well, improving the non-clinical side and
the business side.
• You can find your passion in “Lean-iz-ing”
your fridge!
Find your passion
• Start slowly to move quickly
• Get everyone involved
• Allow them some time to get used to
the new way of doing things.
• Bring your passion, your joy and your
energy to this Lean journey!
Thank you!
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