Lean - Henry Ford Health System

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Inverted Pyramid Inverted Pyramid “Your success will be affected by the quality and quantity of new ideas you suggest.” -Brian Tracy LEAN Training 2010 Work Cell Team Members Work Cell Team Leaders Group Leaders Support Staff Informatics PROCESS IMPROVEMENTS Cust- Suppl Meetings Quality Initiatives Quality Specialists Henry Ford Production System
Sustaining Cultural Transformation LEAN Training 2010 Create a structure in top management that will push every day on Deming’s 13 points. The transformation is everybody’s job! #14 • People Focus Choose champions & teams well Passionate, committed Educate continually from defects, solutions Hear the voice of the worker • Meetings, driver of continual improvement Leaders must meet weekly with champions Champions must meet weekly with team members All teams must meet monthly to ‘Share the Gain” • Performance Evaluation • Recognition, not $ 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
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Changing Culture It Starts & Ends w
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Henry Ford LEAN Training 2010 Produ
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Creating Culture LEAN Training 2010
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The Business Case for Quality Custo
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Problem Solving Culture LEAN Traini
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Lab Lean Journey 2004-2010 LEAN Tra
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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 and 86: Create a LEAN ORGANIZATIONAL CHART
Page 87 and 88: HFPS Guiding Principles We will be
Page 89: Organizational Structure Organizati
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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