Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
LEAN Culture & Management GOALS LEAN Training 2010 • Adopt Deming’s philosophy of work and leadership • Constancy of purpose- manage through focus on quality • Create a learning organization & culture • Develop people, active participation of all staff • Create ownership for problems and resolution • Operate according to defined structure, work rules, using manufacturing based tools, in empowered teams • Continually improve quality, meet, exceed customer needs • Move incrementally to the ideal, continuously Zero Defect Tolerance NEVER PASS A DEFECT Henry Ford Production System
Sustainers of LEAN Cultural Change LEAN Training 2010 • Departmental Key Strategy- LEAN Management implementation • Clear messages quality ‘constancy of purpose’ • 8 hour mandatory LEAN training- all service-line workers • 2 day Intensive LEAN training- all leaders • On-line (Healthstream) LEAN training refresher core courses • Intranet (Henry) quality tools for our own ‘workforce’ • Intranet Lab Division-specific quality tools for our ‘customers’ • Electronic document control of standard work procedures • Intranet, paperless access to policy, procedure, standard work • Visual workplace, daily metrics • Weekly meetings- leaders, then teams • Monthly presentations, enforcing, recognition, learnings • Embedded quality professionals supporting the ‘new work’ • Supplier standardization-Electronic Lab User’s Guide for all ‘customers’- intranet and internet access Henry Ford Production System
- 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 and 104: Employee Satisfaction Technical Sta
- Page 105: Customer Satisfaction Customer Sati
- Page 109 and 110: Future "“Learning is not compulso
LEAN Culture & Management<br />
GOALS<br />
LEAN Training 2010<br />
• Adopt Deming’s philosophy of work and leadership<br />
• Constancy of purpose- manage through focus on quality<br />
• Create a learning organization & culture<br />
• Develop people, active participation of all staff<br />
• Create ownership for problems and resolution<br />
• Operate according to defined structure, work rules, using<br />
manufacturing based tools, in empowered teams<br />
• Continually improve quality, meet, exceed customer needs<br />
• Move incrementally to the ideal, continuously<br />
Zero Defect Tolerance<br />
NEVER PASS A DEFECT<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
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