Lean - Henry Ford Health System

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Your Best Asset “Any company has to recognize that not only is the human capital of their employees a major asset, it is also a depreciating asset that needs continual investment. -Gary Becker Developing People LEAN Training 2010 “The Henry Ford Production provides the fertile ground for self growth and breeds our next generation of leaders.” Henry Ford Production System
Empowered Teams - Recognition & Reward Spotlight Team of Month Spotlight Team of the Month • Monthly HFPS Group Meetings • Share successes/failures • Spark enthusiasm • Set continuous expectation • Develop staff LEAN Training 2010 Cheryl Neuman, Maria Gainer, Barbara Dionsi, Connie Shepard and Cassandra Parham Successful Process Improvements March–May 2006 • 5 s in the Gross Room • Accession Leveling • Standardization of Outside • Printer at scanner • Cross Training to cover frozen room • Protocol Standardization • Standardization of specimen holding buckets • Standardization of flags in CoPath • Standardization Flag Reporting • Specimen flag training • Standardize placenta template • Standardization and redesign of rehab missing information labeling • Participation of MIS ID project • New container labeler in Gross Room • Standardization and revision of lab tags • Standardized work procedures • Standardization of scanning tags • Standardization of requisition form process “Share the Gain Meeting” Henry Henry Ford 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
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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 and 90: Organizational Structure Organizati
Page 91: Sustaining Cultural Transformation
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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