1661-Sayegh - Copy2

Copyright Lean Enterprise Inc.

ISQua’s- 32nd International Conference

4th -7th October, 2015 - Doha

Lean Journey in an Endoscopy Unit

(2013-2015)

By

Anastasia Sayegh Certified Lean Master

Lean Enterprise Inc., Canton Ohio

Middle East Office (LB)


• The ROI from this two-year Lean journey in

the Endoscopy unit is $3 million in revenue

growth per year as a result of the increase in

volume of 250 to 700 procedures per month

with the same resources.

• Note that the procedure room accounts only

for 60-70% of the total ROI of the project as

other savings were also achieved.


• Presentation Goals.

• Lean Definition.

• Project Financial & non Financial Outcomes.

• CI - Developing Problem Solving Capabilities

Agenda


Goals

• Lean is about People

Leadership empowers

Employees to deliver

Value to the Patient

• Value stream concept (the nature of the CI event)


What is Lean?

“Lean is having the best process in place right Now”

Lean Enterprise

=

Process Excellence


Lean Enterprise Process Excellence

Employee Participation

Increased Profits

Customer Satisfaction

Quality

Improvement

Asset

Utilization

Waste

Elimination

Space

Utilization

Cash

Generation

Rapid

Response

Cost

Reduction

Productivity

Improvement

Design

Excellence

Employee

Utilization

Information

Streamlining

On-Demand

Response


Value Stream Map (VSM) -Colonoscopy-

• Poor workplace organization

• Supply not available in the room

• Long set up time

• IV reinsertion

• Over stocked supply in unit store

• DOB discrepant with Matrix Patient Index

• MPI and ID generation

• Checking billing 3 times

• Cashier, billing location

• Recovery room full


WASTE Types


Take Away Message I

• Quality is not limited to defects /errors

only. There are 7 other types of waste that

may define the quality of our work.

• Get close to the “High Reliable

Organization” that we should all be trying

to achieve.


Lean Enterprise

Value - Value Stream - Flow - Pull - Perfection

A Kaizen is a...

Rapid Improvement Event


Kaizen events

The Unit head prioritized Supply and Material

“ Mastering supply in Health Care is key

element, capable to manage not only

Endoscopy issues but the entire hospital

issues as well”.


Kaizen events (cont’) 6S Kaizen’s


More Kaizens

• TPM,

• Quick C/O,

• Error Proofing Kaizens

700,000$ in real saving in less than a year


Procedure Room pre/post Kaizen(s)

All this is achieved with

The same resources


Lean Financial Impact

What is unique to the Lean methodology to achieve these staggering results?

WASTE... Waste consumes up to 60% of our $revenue

GROW = Get Rid Of Waste


Take Away Message II

“Lean can help you

to achieve your hospital’s

financial improvement

Expectations”


Lean non Financial impact

• Bloc schedule

• Visual workplace

• Billing/patient satisfaction

• Infection control

• Documentation /Pt education

• Patient flow in the endoscopy

• Medical indicator

• Staff development


6S/JIT tools

• 6S, Kaizen and JIT enhanced: - Communication.

- Collaboration/Cross-functional cooperation.

“Value streams are flowing without interruption now”, that is the greatest benefit of the endoscopy project, said Head of the Unit.

• Leadership support for practicing 6S encouraged staff to: - Be less resistant and change behaviors for better productivity.

- Seek higher technical education and CI skills.

- Build quickly a culture of continuous improvement and sustain it.

“Another big advantage that Lean brought to the Endoscopy Unit was helping people to become Lean thinkers”. added the Unit head


Error Proofing /Jidoka

Educating and training staff on: “do it right

the first time”, it facilitated:

- Autonomy.

- Employee Creativity.

“Staff took control of their work and improved it”


Take Away Message III

Lean must move

from Project

Focus to

Habitual

Behavior to

Culture Change Project Focus

Habitual Behavior

Culture Change


Last Message

CI = Kaizen = PDCA = A3

Develop Problem Solving Capabilities.


CI/Kaizen

Kaizen events help:

• Understand your organization’s challenges

while thinking differently.

• Learn how to solve future problems.

• Achieve revenue and cost reduction targets.


Grow the Kaizen Spirit in

Every Person

“Small Incremental improvements will

lead us from process Improvement to

significant process Innovation ”.


Summary

• If Lean can help to achieve financial and non financial goals…

• If lean can boost the sense of ownership, autonomy and loyalty…

• If Lean can provide safe, flexible & high quality care while meeting demand…

Q - What should you do to achieve these gains?

A - Lean 4th Rule: Educate


Thank You!

[email protected]

Documents

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