Lean - Henry Ford Health System

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Accountability & Satisfaction LEAN Training 2010 “When the best leader leads, the people say- ‘We did it ourselves’.” –Lao Tzu Henry Ford Production System
Employee Satisfaction Technical Staff Surgical Pathology LEAN Training 2010 >15% = significant • Henry Ford Health System Employee Surveys • Percent FAVORABLE by Surgical Pathology workers 2003 2006 • 64% 94% There is a strong emphasis on customer service • 71% 94% Customer problems get corrected quickly • 56% 91% Where I work, we are continually improving the quality of our products & services • 79% 91% My job makes good use of my skills and abilities • 65% 91% The people I work with cooperate to get the job done • -- 87% Management shows by their actions that patient safety is a top priority • 47% 84% Where I work, day to day decisions demonstrate that quality & improvement are top priorities • 27% 75% How do you rate your overall physical environment IMPROVED Henry Ford Production System
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Introduction to the Henry Ford Prod
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We LEAN Training 2010 Lean? did Lea
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LEAN Toyota’s Unique Mass Product
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Toyota PROCESS FOCUSED Methods for
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LEAN Training 2010 “It’s the wo
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LEAN Tools to Improve Workflow LEAN
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LEAN Training 2010 Henry Ford Produ
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Original Ford LEAN Training 2010 Pr
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Creating a Mass Production Culture
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Mass Production Mass Production •
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Production System Characteristics T
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Total Quality Management Total Qual
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Changing Culture It Starts & Ends w
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Henry Ford LEAN Training 2010 Produ
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Creating Culture LEAN Training 2010
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The Business Case for Quality Custo
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Problem Solving Culture LEAN Traini
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Lab Lean Journey 2004-2010 LEAN Tra
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LEAN Culture of Continual Improveme
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As leader, I don’t have all the a
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Why empower the worker? LEAN Traini
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Lean LEAN Training 2010 Right Light
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The Engaged Worker The Engaged Work
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Worker Empowerment Worker Empowerme
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LEAN Team LEAN Team “Creativity p
Page 51 and 52: “Present” to “Future” Cultu
Page 53 and 54: Blameless “Don’t find fault, fi
Page 55 and 56: Customer Feedback Informing Improve
Page 57 and 58: LEAN Training 2010 Data Collection
Page 59 and 60: Minimizing Variation Henry Ford Pro
Page 61 and 62: Coming Full Circle 1926 to Present
Page 63 and 64: Leading LEAN Training 2010 CHANGE H
Page 65 and 66: Change LEAN Training 2010 Tried it
Page 67 and 68: Role of Management LEAN Training 20
Page 69 and 70: Think This Through Before You Start
Page 71 and 72: Physician Involvement Physician Inv
Page 73 and 74: Road to DEMINGISM “When the best
Page 75 and 76: Leader’s Role Management’s job
Page 77 and 78: Champions Along Path of Workflow Ch
Page 79 and 80: Define Your Work Cells & Teams LEAN
Page 81 and 82: LEAN Training 2010 Team Leader Role
Page 83 and 84: Team Members Role • Identify defe
Page 85 and 86: Create a LEAN ORGANIZATIONAL CHART
Page 87 and 88: HFPS Guiding Principles We will be
Page 89 and 90: Organizational Structure Organizati
Page 91 and 92: Sustaining Cultural Transformation
Page 93 and 94: Empowered Teams - Recognition & Rew
Page 95 and 96: Meetings “The bitterness of poor
Page 97 and 98: Measures of Success Measures of Suc
Page 99 and 100: Reality Testing Reality Testing “
Page 101: Waste, Rework, & Inefficiency LEAN
Page 105 and 106: Customer Satisfaction Customer Sati
Page 107 and 108: Sustainers of LEAN Cultural Change
Page 109 and 110: Future "“Learning is not compulso
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Lean - Henry Ford Health System

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