Training
PowerPoint Presentation - No Slide Title - Henry Ford Health System PowerPoint Presentation - No Slide Title - Henry Ford Health System
Time taken to travel from Radiology to Surgical Pathology Time taken to travel between Radilogy & Surgical Pathology Time Length H:M:S 10:00:00 5 month study- 45% delayed over 2 hrs 45% Over Two Hours 8:00:00 6:00:00 Elapsed Time 4:00:00 2:00:00 0:00:00 LEAN Training 2010 5/29/09 9:45 AM 6/1/09 9:59 AM 6/8/09 12:20 PM 6/12/09 10:35 AM 8/11/09 8:40 AM 8/11/09 9:30 AM 8/11/09 9:50 AM 8/24/09 2:14 PM 8/25/09 8:45 AM 8/25/09 12:45 PM 8/27/09 8:11 AM 8/31/09 11:11 AM 9/3/09 9:19 AM 9/10/09 8:00 AM 9/16/09 4:53 PM 10/2/09 10:49 AM 10/6/09 11:58 AM 10/9/09 7:55 AM 10/9/09 9:32 AM 10/15/09 7:54 AM Procedure Date and Time Average Henry Ford Production System
Problem Analysis Problem Analysis LEAN Training 2010 PLAN ‣ Identify and verify the root cause of the problem ‣ Select RC with probable greatest impact Activity • Ask 5 “why’s” • Perform cause and effect analysis Example Why are the spec. not transported on time? No one knew it had to be Why does no one know? Not identified as “Rush” or communicated Why not communicated or identified? No existing process in place Why no process? We’ve always done it this way RCA- A) Identifiable as “Rush” B) Need a standardized process Henry Ford Production System
- Page 1 and 2: A3 Writing HFPS PDCA Road Map LEAN
- Page 3 and 4: What is an A3? LEAN Training 2010
- Page 5 and 6: Core of an Improvement Process Core
- Page 7 and 8: Reason for Improvement PLAN LEAN Tr
- Page 9: Gross Room Refrigerator Elevator La
- Page 13 and 14: Defining the Target Condition Ideal
- Page 15 and 16: 2 LEAN Training 2010 Henry Ford Pro
- Page 17 and 18: Implementation Plan Implementation
- Page 19 and 20: Results Legend: =Terminator =Proces
- Page 21 and 22: Future Plans Future Plans LEAN Trai
- Page 23 and 24: Take Home Lessons Take Home Lessons
Problem Analysis<br />
Problem Analysis<br />
LEAN <strong>Training</strong> 2010<br />
PLAN<br />
‣ Identify and verify the root cause<br />
of the problem<br />
‣ Select RC with probable greatest impact<br />
Activity<br />
• Ask 5 “why’s”<br />
• Perform cause and effect analysis<br />
Example<br />
Why are the spec. not transported on time? No one knew it had to be<br />
Why does no one know? Not identified as “Rush” or communicated<br />
Why not communicated or identified? No existing process in place<br />
Why no process? We’ve always done it this way<br />
RCA- A) Identifiable as “Rush” B) Need a standardized process<br />
Henry Ford Production System
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