Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
Our Roots: Henry Ford Hospital • Founded October 1, 1915 By Henry Ford as sole owner & president Wife, Clara’s honey-do list Employed staff model after dinner with Mayo brothers LEAN Training 2010 Standardization “It seems reasonable that a permanent staff be responsible for the work that goes on in the hospital. After all, I don’t ask every person who wants to build a car to come into my factory to build it. The Ford Motor Company is responsible for the car it makes. Why should not the hospital be responsible for the medical work that is done there?” – Henry Ford Henry Ford Production System
Production System Characteristics Triumph of the Lean Production System, Sloan Management Review 1988 Trait Craftsmen Pure Fordism Recent Fordism TPS Work Standardization Low High, by managers High, by managers High, by teams LEAN Training 2010 Span of Control Wide Narrow Narrow Moderate Inventories Large Moderate Large Small Buffers Large Small Large Small Repair Areas Integral Small Large Very Small Teamwork Moderate Low Low High “Rather than continuing to refer to the different paradigms as recent Fordism And TPS, I would like to introduce two new terms herebuffered and lean production systems.” - John Krafcik (1988) 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 and 10: LEAN Training 2010 “It’s the wo
- Page 11 and 12: LEAN Tools to Improve Workflow LEAN
- 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: Mass Production Mass Production •
- 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
- 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
Production <strong>System</strong> Characteristics<br />
Triumph of the <strong>Lean</strong> Production <strong>System</strong>, Sloan Management Review 1988<br />
Trait Craftsmen Pure <strong>Ford</strong>ism Recent <strong>Ford</strong>ism TPS<br />
Work<br />
Standardization Low High, by managers High, by managers High, by teams<br />
LEAN Training 2010<br />
Span of Control Wide Narrow Narrow Moderate<br />
Inventories Large Moderate Large Small<br />
Buffers Large Small Large Small<br />
Repair Areas Integral Small Large Very Small<br />
Teamwork Moderate Low Low High<br />
“Rather than continuing to refer to the different paradigms as recent <strong>Ford</strong>ism<br />
And TPS, I would like to introduce two new terms herebuffered<br />
and lean production systems.”<br />
- John Krafcik (1988)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
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