Lean - Henry Ford Health System

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LEAN Training 2010 “Getting things done is not the same as making things happen.” -Gina Trapani Henry Ford Production System
Role of Management LEAN Training 2010 • Set LEAN management expectation for all leaders • Set high performance expectation & continual change • Integrate people, process, tools, technology • Engage & empower your people to solve problems • Form core teams with strong leader and team members • Drive reduction in variability by standardizing the work • Visual management, posted daily metrics • Stabilize processes through waste reduction • Move to continuous flow, innovate ‘pull’, front loading • Continual push to reduce time waste • PDCA as operational engine of continual improvement • Sustain the cultural change of work 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 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: Change LEAN Training 2010 Tried it
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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