Lean - Henry Ford Health System

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Standardization -Work Rules- LEAN Training 2010 “Today’s standardization, instead of being a barricade against improvement, is the necessary foundation on which tomorrow’s improvement will be based.” – Henry Ford 1. Activities 2. Connections 3. Pathways 4. Method of Improvement Henry Ford Production System
LEAN Culture of Continual Improvement PROCESS FOCUSED Methods for Eliminating Waste, Continually LEAN Training 2010 • Process Defects & Waste- the Twin Problems • Continuous, Smooth Flow, Just-in-Time- the Work Redesign • Standard Work & the Customer-Supplier Loop- the Solution • Empowered Personnel, Correcting One’s Own Errors, Creating Standard Work- the Problem Solvers • Presentations- the Motivators • Meetings- the Leadership Reinforcer • Visual Cues, Easy to See Quality- the Helpers • Technology reinforcing work rules & standards- the Enablers • Teamwork-hundreds of process improvements- the Results 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 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: Lab Lean Journey 2004-2010 LEAN Tra
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
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 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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