Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
Redefine the Expectation of ‘Work” LEAN Training 2010 “It’s the work, Not the man that manages.” -Henry Ford Henry Ford Production System
The Engaged Worker The Engaged Worker Transform approach to work Not just showing up for work, but arriving to do the work better LEAN Training 2010 Culture Empowered workers who see their daily work in the context of- -Continually learning -Constantly communicating -Making effective process improvements -Designed and tested by scientific method 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 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: Lean LEAN Training 2010 Right Light
- 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
The Engaged Worker<br />
The Engaged Worker<br />
Transform approach to work<br />
Not just showing up for work, but arriving to do the<br />
work better<br />
LEAN Training 2010<br />
Culture<br />
Empowered workers who see their daily<br />
work in the context of-<br />
-Continually learning<br />
-Constantly communicating<br />
-Making effective process improvements<br />
-Designed and tested by scientific method<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
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