Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
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 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
Role of Management<br />
LEAN Training 2010<br />
• Set LEAN management expectation for all leaders<br />
• Set high performance expectation & continual change<br />
• Integrate people, process, tools, technology<br />
• Engage & empower your people to solve problems<br />
• Form core teams with strong leader and team members<br />
• Drive reduction in variability by standardizing the work<br />
• Visual management, posted daily metrics<br />
• Stabilize processes through waste reduction<br />
• Move to continuous flow, innovate ‘pull’, front loading<br />
• Continual push to reduce time waste<br />
• PDCA as operational engine of continual improvement<br />
• Sustain the cultural change of work<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
Change language