| Have you heard of Lean Healthcare? I am sure | | | | knowledge to improve processes. |
| many of you have and that quite afew haven't. | | | | Leaders of an organization empower employees |
| The concept of lean healthcare has been adopted | | | | to present ideas for improvementand then enact |
| from manufacturers. | | | | promising ones in order to save time, money and |
| The idea of lean manufacturing and lean service | | | | improve patienthealth and satisfaction. One such |
| are most visibly displayed by | | | | technique for empowering employees is thekaizen. |
| Toyota Motor Corporation. Toyota has so refined | | | | This is a meeting of staff to quickly generate |
| and developed the techniquesthat organizations | | | | solutions to a process whichhas been identified as |
| around the world are using their ideas to improve | | | | needing improvement; the team members are |
| their ownorganization and are benchmarking | | | | representativesof those actually involved in the |
| against Toyota. | | | | process. A kaizen event is marked as a |
| Lean healthcare is basically reducing waste in the | | | | brief,intense effort to solve such a problem. It |
| delivery of service both directly tothe patient and | | | | may take several hours or a day or two. |
| to internal customers, such as human resource | | | | The work time lost of the members of the |
| services toemployees. For instance, lean | | | | kaizen is more than offset by theoutcomes of |
| techniques help eliminate duplicated | | | | the meeting. |
| procedures,such as a nurse taking the blood | | | | Lean healthcare is driven by the identified needs |
| pressure of a patient and then the doctor doing | | | | of the patient or customer. Forinstance, waiting |
| thesame a few minutes later. It also makes sure | | | | time is deemed waste. A patient having to wait |
| that all of the necessary tools andproducts are in | | | | more than a day ortwo to see a doctor for an |
| an examination room when needed. It is beyond | | | | office appointment is waste. Many in healthcare |
| the scope of thisarticle to fully describe lean | | | | thinkthat this is a problem which is almost |
| healthcare; many books have been written about | | | | impossible to solve. It isn't. Solutions to thisproblem |
| it. Infact, the American Society of Quality in their | | | | have been described in several articles of Family |
| online bookstore has several titles,including | | | | Practice Management, apublication of the |
| Lean-Six Sigma for Healthcare. I would like to | | | | American Academy of Family Physicians. The |
| define a few techniquesfound in lean healthcare to | | | | ideas are easilyadopted to sites which aren't |
| illustrate its value, though. | | | | primary care physician practices. |
| One of the most commonly used tools is Value | | | | Lean identifies the best techniques and strategies |
| Stream Mapping. VSM displays in aphysical graph | | | | to deliver quality care and thenmakes them |
| the process from beginning to end of the delivery | | | | standard operating procedure. In fact, it is a good |
| of a service orprocedure in order to identify | | | | idea to write amanual of the best processes in |
| wasted effort or steps that don't add value to | | | | order that any employee can reference at any |
| theresults. For instance, in the April 2005 issue of | | | | timeand also in order to use it as a training tool |
| Quality Progress the article Lean Six | | | | for new employees. |
| Sigma Reduces Medication Errors presents the | | | | I would like to urge you to look deeper into the |
| process by which a team of nursesand | | | | ideas of lean healthcare. There aremany |
| pharmacists in a hospital setting reduced the | | | | publications describing it, as the ASQ publication |
| waiting time and errors in thedelivery of | | | | mentioned earlier. The April |
| medication from the pharmacy to the patient. By | | | | 2006 issue of Family Practice Management has a |
| the use of VSM andother statistical techniques, | | | | great article for lean in the doctor'soffice; it can |
| the error rate was reduced from 0.33% to | | | | be found for free online. Your efforts in |
| 0.14% in 5months and a savings of $550,000 was | | | | implementing lean techniqueswill be rewarding to |
| realized. | | | | both you and your patients. |
| Lean healthcare emphasizes tapping employees | | | | |