Lean - Henry Ford Health System

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4 Rules of Work Design 4 Rules of Work Design Decoding the DNA of the Toyota Production System. Spear & Bowen Harvard Bus Rev Sept-Oct 1999 LEAN Training 2010 • Rule 1- STANDARD ACTIVITIES • Specifications document all work processes to include content, sequence, timing, location & expected outcome (how do you do your work) • Rule 2- STANDARD CONNECTIONS • Connections with clear YES/NO signals directly link every customer & supplier (requests & responses) • Rule 3- STANDARD PATHWAYS • Every product & service travels a predefined, single, simple & direct flow path (no looping or forking) • Rule 4- IMPROVEMENT & WORKER EMPOWERMENT • Workers at level where work is done, guided by a teacher, improve their own work, using data STANDARDIZATION REDUCE VARIATION Henry Ford Production System
LEAN Tools to Improve Workflow LEAN Tools to Improve Workflow LEAN Training 2010 • Standard work • Mistake proofing • Batch size reduction • Level load • Work simplification • Visual displays, controls & and color coding • Andon white boards • Kanban • Stop the line Liker: The Toyota Way, 2006 Henry Ford Production System
Page 1 and 2: Introduction to the Henry Ford Prod
Page 3 and 4: We LEAN Training 2010 Lean? did Lea
Page 5 and 6: LEAN Toyota’s Unique Mass Product
Page 7 and 8: Toyota PROCESS FOCUSED Methods for
Page 9: LEAN Training 2010 “It’s the wo
Page 13 and 14: LEAN Training 2010 Henry Ford Produ
Page 15 and 16: Original Ford LEAN Training 2010 Pr
Page 17 and 18: Creating a Mass Production Culture
Page 19 and 20: Mass Production Mass Production •
Page 21 and 22: Production System Characteristics T
Page 23 and 24: Total Quality Management Total Qual
Page 25 and 26: Changing Culture It Starts & Ends w
Page 27 and 28: Henry Ford LEAN Training 2010 Produ
Page 29 and 30: Creating Culture LEAN Training 2010
Page 31 and 32: The Business Case for Quality Custo
Page 33 and 34: Problem Solving Culture LEAN Traini
Page 35 and 36: Lab Lean Journey 2004-2010 LEAN Tra
Page 37 and 38: LEAN Culture of Continual Improveme
Page 39 and 40: As leader, I don’t have all the a
Page 41 and 42: Why empower the worker? LEAN Traini
Page 43 and 44: Lean LEAN Training 2010 Right Light
Page 45 and 46: The Engaged Worker The Engaged Work
Page 47 and 48: Worker Empowerment Worker Empowerme
Page 49 and 50: 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
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Leading LEAN Training 2010 CHANGE H
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Change LEAN Training 2010 Tried it
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Role of Management LEAN Training 20
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Think This Through Before You Start
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Physician Involvement Physician Inv
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Road to DEMINGISM “When the best
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Leader’s Role Management’s job
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Champions Along Path of Workflow Ch
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Define Your Work Cells & Teams LEAN
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LEAN Training 2010 Team Leader Role
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Team Members Role • Identify defe
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Create a LEAN ORGANIZATIONAL CHART
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HFPS Guiding Principles We will be
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Organizational Structure Organizati
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Sustaining Cultural Transformation
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Empowered Teams - Recognition & Rew
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Meetings “The bitterness of poor
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Measures of Success Measures of Suc
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Reality Testing Reality Testing “
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Waste, Rework, & Inefficiency LEAN
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Employee Satisfaction Technical Sta
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Customer Satisfaction Customer Sati
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Sustainers of LEAN Cultural Change
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Future "“Learning is not compulso
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Lean - Henry Ford Health System

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