Lean - Henry Ford Health System

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LEAN Champions HFPS ORG CHART Henry Ford Hospital Campus LEAN Team Leaders & Champions Dr. Zarbo “Systems do not produce quality, people do.” -anonymous LEAN Training 2010 Autopsy Vernette Histology Beverly Surgical Pathology Sandy Accessio n Cheryl N. Rebecca Pathologists Dr. Ormsby Gross Rm. Immunohisto Bev erly Cat hy Nelson Dr. Linde n Mon ica Dr. Raju Dr. Alassi Dr. Torres Cheryl C. Dr. Jones Secretaries Laure Dr. Ormsby Dr. Cankovic Joann Molecular Lisa Chem Er na Microbiology Dr. Samuel Dr. Chitale Cytology Dr. Tibbetts Rhonda Mary Toni Dawn Jerry Clinical Laboratories Dr. Carey Coag HFPS Quality Support Staff Deb S Deb C. UA Steph anie Ruan Anjna Rita Dr. Feldkamp Blood Bank Linda Ed P. Steve. HLA Sharon Core John Z. Jennifer Kare n. Deb Don LSS Ralph Will Eula Pathology Informatics Dr. Tuthill Barb Hematology Kedar Admin. Team Lead Support John W. Miche le Joy Ron Lisa Dave Spec. Hema Rita Ken Denise S. Cathy R. Carolyn U. Regional Medical Centers Dr. Meier Dr. Jones Judy S. Dr. Carey WBM Sally L. Val C. Columbus Olivia Kathy S. Tarek Outreach Dr. Assarian Residents Je nni Joy P Ann Beth Melissa Karen Henry Ford Production System
HFPS Guiding Principles We will be “best in class”, striving for zero defects Continually perfect processes & patient safety LEAN Training 2010 Our people, partners & patients are most important- Treated w/ respect, understanding, & cooperation Adapt & innovate Lean principles to HFHS Empowered workers, continuously learning, making scientifically based improvements that standardize process & eliminate waste, moving daily & continuously toward the ‘ideal’ Henry Ford Production System
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Introduction to the Henry Ford Prod
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We LEAN Training 2010 Lean? did Lea
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LEAN Toyota’s Unique Mass Product
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Toyota PROCESS FOCUSED Methods for
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LEAN Training 2010 “It’s the wo
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LEAN Tools to Improve Workflow LEAN
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LEAN Training 2010 Henry Ford Produ
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Original Ford LEAN Training 2010 Pr
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Creating a Mass Production Culture
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Mass Production Mass Production •
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Production System Characteristics T
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Total Quality Management Total Qual
Page 25 and 26:
Changing Culture It Starts & Ends w
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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
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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
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: Create a LEAN ORGANIZATIONAL CHART
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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