By Charles Protzman
This e-book is a part of a chain of titles which are a spin-off of the Shingo Prize-winning publication Leveraging Lean in Healthcare: reworking what you are promoting right into a top of the range sufferer Care supply approach. every one booklet within the sequence specializes in a selected element of healthcare-including emergency departments, clinical laboratories, outpatient clinics, ancillary companies, and surgical services-that has demonstrated Read more...
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Additional info for Leveraging lean in outpatient clinics : creating a cost effective, standardized, high quality, patient-focused operation
Sample text
As one lowers the water (inventory), which in healthcare can be reducing patients waiting times, overflowing charts, or excess operating room (OR) or hall supplies and instrument sets surface, one starts to expose the problems or rocks (other hidden wastes) underneath along with all the variations that exist in the system. One must make sure there is a continual pursuit to drive down waste. JIT does not mean zero inventories. All systems need some inventory to function. JIT means there is a small amount of inventory available at point of use before it is needed.
1 (continued) ROI Summary by Area Challenges Laboratory Changes to flip rooms or readiness rooms—determination and communication related to use of flip rooms, induction rooms, and priority of “rules” surrounding use of flip rooms if indicated May require changes to anesthesia contract, will require review and standardization of anesthesia guidelines. Standardization of floor preparation of patients. , and escalation process, and standardizing of instruments sets and equipment May require labor expense to revise May require changes preference cards and real-time updating of to skill sets and job preference cards, and ongoing (after the descriptions project) par level adjustments May require investment in some inventory Requires stand up tracking (RFID) and may require vs.
Growth. Growth must be part of the overall Lean initiative in order to succeed. When a company can produce its products with less waste than its competition, it has a distinct advantage. The increased profits can be invested in research and development, capital equipment, higher wages, or passed on to customers to undercut the competitor’s price. Organizations must understand that waste threatens all our jobs13 and the health of the business. Just In Time: The First Pillar of the Toyota Production System Model Companies need to be more responsive to customers, provide what the customer orders, in the quantity and quality the customer orders, at just the right time that the customer wants it.
