Lean - Henry Ford Health System

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Mindset of Continual Improvement LEAN Training 2010 “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 ” - Henry Ford Henry Ford Production System
Customer Satisfaction Customer Satisfaction IMPROVED LEAN Training 2010 • Anatomic Pathology Clinician Customer Satisfaction Surveys 2005 2007 2009 Percent Favorable Score 86% 88% 90% Overall Satisfaction 92% 94% 91% Tumor Board presentations 91% 88% 97% Teaching conferences and courses 90% 92% 92% Quality of professional interaction 89% 89% 92% Diagnostic accuracy 89% 90% 90% Pathologists responsiveness to problems 89% 92% 89% Pathologists accessibility for frozen sections 87% 89% 90% Courtesy of secretarial/technical staff 84% 88% 89% Communication of relevant information 81% 88% 91% Notification of significant abnormal results 81% 86% 87% Clarity & format of paper & electronic reports 78% 85% 84% Timeliness of reporting 5 Excellent 4 Good 3 Average 2 Below average 1 Poor 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
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“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 and 102: Waste, Rework, & Inefficiency LEAN
Page 103: Employee Satisfaction Technical Sta
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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