Introduction to Lean and a Continuous Improvement Culture... · 2020. 2. 13. · continuous improvement journey in the mid-20thcentury. Lean philosophy has become a part of their

Introduction to Lean and a Continuous Improvement Culture

Transformation Consulting

02.13.2020

What Do All These Terms Mean?

2/25/20 Transformation Consulting 2

The Deep Dive

8:12

Lean

Continuous Improvement (CI)

Six Sigma

PDCA

Process Improvement

Value Stream Map (VSM)

A3

https://www.youtube.com/watch?v=M66ZU2PCIcM

A Brief History of LEAN & CI


The Deep Dive

8:12

Ever since there has been work that needs to be done, there has been an effort to improve how the work is done.

We know from the changes that have already been brought about that far greater changes are to come, and that therefore we are not performing a single operation as well as it ought to

be performed.

In the 20th century, Henry Ford was a great process improvement thinker.

In many ways, he is the forerunner of the Lean movement.

“Standardization, instead of being a barricade against improvement, is the necessary

foundation on which tomorrow’s improvement will be based.”


A Brief History of LEAN & CI (continued)


The Deep Dive

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In the mid-20th century after WW2, W.E. Deming took the continuous improvement philosophy from the U.S. auto companies to Japan to

help rebuild their crippled manufacturing industry.

• Championed the concept of PDCA thinking. If you can’t measure performance, you can’t improve it.

• Taught that management’s role is to empower workers to improve the system and help workers by removing roadblocks.

• For sustainable improvement to occur, management has to work to drive out fear. Problems need to come into the open so that the team can work on improving the process.

• Emphasized the value of the worker. They have the best view of the process and the wastes within the process.


A Brief History of LEAN & CI (continued)


The Deep Dive

8:12

Taking advantage of Deming’s coaching, Toyota began their continuous improvement journey in the mid-20th century. Lean philosophy has become a part of their daily work and Toyota has

become the poster child for Lean.


Shouldn’t We Just Be Able to Copy Toyota?


The Deep Dive

8:12

People tend to only copy what they can easily see – the tangible tools. However, the process improvement tools in and of themselves will not create a continuous improvement culture. The tools are useful, but not self-sustaining.

Instead, we need to consider the thought processes which led Toyota to come up with these tools in the first place. We need to understand how the people of Toyota learn and solve problems.

The success of Toyota is built into the very fabric of the company’s DNA –

their culture.


Transitioning Into Healthcare


The Deep Dive

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Up until the past 30 years, Lean thinking was embraced primarily by the manufacturing industry. However, in recent years healthcare and service industries have begun to tap into this way of thinking as well.


Henry Ford Health System CI Beginning


The Deep Dive

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Stan NelsonCEO, Henry Ford Hospital

1974

Vin SahneyProfessor, WSU,

Department of Industrial Engineering1974

The beginning of a new Department - 1974


Henry Ford Health System CI Beginning


The Deep Dive

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1) Vin’s analysis found • there was no system

for bed projections and

• beds were given on first come first basis without considering surgical cases that had been booked.

2) Developed a bed assignment system based on forecasting number of discharges by each day of the week and incorporating other factors like the number of expected emergency patient arrivals.

3) Project was a success!

4) The Operations Analysis department was established, and initially staffed by students from Wayne State and the University of Michigan.

Problem: Chair of Surgery was very upset because elective cases were being cancelled due to lack of beds.


The PDCA Problem Solving Cycle


The Deep Dive

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1. Define the problem

2. Understand the current condition of the process

3. Uncover the root cause of the problem

4. Develop countermeasures which address the root cause of the problem

Implement the change decided by the team (on a small scale first if possible)

5. Evaluate the results and effects of the implemented countermeasure.

What was learned from the experiment?

6. Standardize countermeasures which had a positive impact.

Share the learnings.


TC Road Map to Using PDCA


The Deep Dive

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Process

Current Condition

Target Condition

Ideal Condition

All requests completed

within 30 days


within 25 days


within 1 day

PDCA problem solving is used to remove obstacles that are preventing you from moving toward your Target & Ideal Conditions. It will usually take multiplePDCA cycles to get to your Target Condition.


Sustainability


The Deep Dive

8:12

Most everyone would agree that teams should continually be improving their processes, but due to competing priorities which appear more urgent, improving processes rarely gets much attention.

To further accentuate the problem, processes are never stagnant. If you’re not improving a process, then it’s getting worse. This is because change is a constant (new regulations to comply with, changing customer expectations, new technology, etc.)

ProcessImprovem

ent

Without energy being applied to improve a process, it will eventually degrade into disorder.


So Who Has the Best View of the Details?


Worker

Supervisor/Mgr.

Executive Leader Solutions depend on one’s view

of the problems

“There are no big problems, there are just lots of little problems.” - Henry Ford

The Key Components of a CI Culture


The Deep Dive

8:12

Management Systems

Cultural PhilosophyTool

s of

Im

prov

emen

t

• Customer 1st• Continually develop your most

valuable resource, your PEOPLE• Continuous Improvement• From the level of the work• Business Management

• Continuous Improvement Huddle• Hoshin Planning/Policy Deployment• Team Leader system• Improvement Management• Coaching and Development• Deviation Management• Document Management

• VSM / Journey Mapping, A3, 5S, Design Thinking• Standard Work, Visual workplace• Continuous flow, Pull production• Kanban, Just in Time• Load leveling, Batch size• Mistake proof


Winning As a Team!


The Deep Dive

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• Working across Departments / Divisions• Breaking-down barriers• Treating every employee with respect – No blaming• Solve problems together• Collaborating with each other• Leading with Values• Winning for the Patient/Customer and for HFHS

Documents

Introduction to Lean and a Continuous Improvement Culture... · 2020. 2. 13. · continuous improvement journey in the mid-20thcentury. Lean philosophy has become a part of their