Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
WASTE Quality Comparison Surgical Pathology "It is not possible to repeat too often that waste is not something which comes after the fact” -Henry Ford LEAN Training 2010 2006 2007 2008 Total SP Cases 1690 1791 1000 Cases with Defects 472 223 24 Total Defects 494 288 24 Defective Case Frequency Defect reduction 1 of 3 1 of 8 1 of 40 27.9% 12.5% 2.5% 50/day 30/day 5/day 55% 91% Fix Realtime Henry Ford Production System
Reality Testing Reality Testing “Failure is simply the opportunity to begin again, this time more intelligently.” -Henry Ford LEAN Training 2010 • Juran Institute estimates that 30% of direct healthcare outlays are due to poor process quality Midwest Business Group on Health, Juran Institute, & Severyn Group, Inc (2003) Henry Ford Production System
- 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 and 92: Sustaining Cultural Transformation
- Page 93 and 94: Empowered Teams - Recognition & Rew
- Page 95 and 96: Meetings “The bitterness of poor
- Page 97: Measures of Success Measures of Suc
- 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
Reality Testing<br />
Reality Testing<br />
“Failure is simply the opportunity to begin<br />
again, this time more intelligently.”<br />
-<strong>Henry</strong> <strong>Ford</strong><br />
LEAN Training 2010<br />
• Juran Institute estimates that<br />
30% of direct healthcare outlays<br />
are due to poor process quality<br />
Midwest Business Group on <strong>Health</strong>, Juran Institute, & Severyn Group, Inc (2003)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
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