The Toyota Way to Healthcare Excellence: Increase Efficiency And Improve Quality With Lean | by John Black and David Miller | ISBN: 9781567932935. SEVEN WASTES IN THE HEALTHCARE SYSTEM. TOYOTA PRODUCTION SYSTEM. How to Build Kaizen Leaders. CREATING WORLD-CLASS MANAGEMENT SYSTEM.
The Toyota Way to Healthcare Excellence: Increase Efficiency And Improve Quality With Lean
by John Black and David Miller
ISBN:9781567932935
Featuring real-life examples and success stories from healthcare organizations to illustrate how well Lean works, this straightforward guide explains what Lean is, and how to implement the strategy in your organization.
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The Toyota Way To Healthcare Excellence—Increase Efficiency And Improve Quality With Lean
Foreword
Part 1 – Introduction
Chapter 1 – An Open Letter to Healthcare Leaders
Overview
DRAMATIC IMPROVEMENTS IN HEALTHCARE ARE POSSIBLE!
NOT FOR THE FAINT OF HEART
PEOPLE ARE KEY
THREE GREAT REASONS TO IMPROVE
THREE ESSENTIALS FOR SUCCESS
LEAN PRODUCTION
THE SEVEN HEALTHCARE FLOWS
FACING REAL CHANGE CAN BE INTIMIDATING
CHAPTER TAKEAWAYS
REFERENCES
Chapter 2 – Eliminating Waste Will Transform American Healthcare
Overview
THE EFFECTS OF WASTE
CAUSES OF HEALTHCARE WASTE
THE SEVEN WASTES IN THE HEALTHCARE SYSTEM
THE JOB OF THE LEAN EXPERT: FIND THE WASTE
YOUR MOST VALUABLE RESOURCE: PEOPLE
CHAPTER TAKEAWAYS
REFERENCES
Chapter 3 – A Brief History of Lean
EARLY BEGINNINGS
THE TOYOTA PRODUCTION SYSTEM
LEAN COMES TO BOEING
BEYOND BOEING: SOME RESULTS
ON TO HEALTHCARE
CHAPTER TAKEAWAYS
REFERENCES
Part II – Implementation
Chapter 4 – The “Lean House” and Model Lines
THE IMPORTANCE OF INFRASTRUCTURE
COMPONENTS OF THE LEAN HOUSE
THE IMPORTANCE OF ESTABLISHING A MODEL SERVICE LINE
LOOKING AT YOUR ORGANIZATION WITH A NEW SET OF EYES
CHAPTER TAKEAWAYS
REFERENCES
Chapter 5 – Your Lean Action Plan
TWO FOUNDATIONAL REQUIREMENTS
PREPARATORY STEPS
ELEMENTS OF THE PLAN
WHAT IS LEAN ACCOUNTING?
THE KAIZEN PROMOTION OFFICE AND KAIZEN OPERATIONS TEAMS
IMPLEMENT LEAN THROUGH KAIZEN EVENTS AND KAIKAKU
CUT LEAD TIME AND CYCLE TIME TO MEET TAKT TIME
REORGANIZE BY SERVICE LINES AND VALUE STREAMS, AND FLATTEN THE ORGANIZATION
A WORLD-CLASS MANAGEMENT SYSTEM TO MAKE YOUR PLAN WORK
VISIBILITY ROOM AND WEEKLY STAND-UP MEETINGS
GAINING TRACTION WITH THE PLAN—IT STARTS WITH YOU
CHAPTER TAKEAWAYS
REFERENCES
Chapter 6 – Building Kaizen Leaders
SUCCESSFUL LEAN IMPLEMENTATION REQUIRES THE RIGHT LEADERS
EDUCATING KAIZEN LEADERS
DRIVING LEAN DEEP INTO THE ORGANIZATION
OBSTACLES LEAN LEADERS MAY FACE
CHAPTER TAKEAWAYS
REFERENCES
Chapter 7 – Flow in a Healthcare Environment
THE SEVEN CRITICAL HEALTHCARE FLOWS
SUMMARY
CHAPTER TAKEAWAYS
Chapter 8 – Kanban and the Supply Chain
WHAT IS KANBAN?
GENERIC BENEFITS OF A KANBAN SYSTEM
ORIGIN OF THE KANBAN SYSTEM
THE 2-BIN KANBAN SYSTEM
KANBAN AT PARK NICOLLET HEALTH SERVICES
BENEFITS OF KANBAN IN THE HEALTHCARE SETTING
THE IMPORTANCE OF HEIJUNKA AND TAKT TIME
LOCATION OF STORAGE AND KITTING
POTENTIAL OBSTACLES
EXTENDING KANBAN TO OUTSIDE SUPPLIERS
CAPTURING THE FULL POTENTIAL OF YOUR KANBAN SYSTEM
FINAL THOUGHTS
CHAPTER TAKEAWAYS
REFERENCES
Part III – Case Examples
Chapter 9 – Lean Comes to Virginia Mason Medical Center
IMPLEMENTING LEAN
RESULTS AT VIRGINIA MASON PROVE LEAN WORKS
CHAPTER TAKEAWAYS
Chapter 10 – Virginia Mason Medical Center Case Studies
CANCER INSTITUTE
THE CENTER FOR HYPERBARIC MEDICINE
CHAPTER TAKEAWAYS
Chapter 11 – Lean Comes to Park Nicollet Health Services
PROVING LEAN WORKS
PROCEEDING FORWARD
IN THEIR OWN WORDS
CHAPTER TAKEAWAYS
REFERENCE
Chapter 12 – Park Nicollet Health Services Case Studies
PRIMARY CARE
MEDICAL SUBSPECIALTIES
SURGICAL SERVICES: CASE CART STANDARIZATION
CHAPTER TAKEAWAYS
Afterword
Appendix
Glossary
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How to Implement Lean Manufacturing | by Lonnie Wilson | 2010 | ISBN: 9780071625074. Toyota Production System. Make-to-Order Production Systems. Inventory Management Systems. Implementing Lean Strategies on the Production Line. Hoshin–Kanri Planning. Kanban Calculations.
How to Implement Lean Manufacturing
by Lonnie Wilson
2010 (336 pages)
ISBN:9780071625074
Filled with detailed examples and global case studies, this real-world resource offers solutions for implementing lean manufacturing in an enterprise environment, covering the engineering and production aspects as well as the business culture concerns.
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How to Implement Lean Manufacturing
Preface
Why I Am Writing This Book
Really, It’s Not That Complicated, so Let’s Get Started
Huge Gains Can Be Made
Separating Out the Intimidating Cultural Aspects
To Enhance Your Understanding
Chapter 1 – What Is the Perspective of This Book?
From a Practical Perspective
From an Engineering Viewpoint without Much Cultural Advice
This Book Has a “How to” Perspective
And to Those in Manufacturing Who Seek Huge Gains
Chapter Summary
Chapter 2 – Lean Manufacturing and the Toyota Production System
The Popular Definition of Lean
What Is Lean?
What Did Ohno Say about the Toyota Production System?
The TPS and Lean Manufacturing Defined
Who Developed the TPS?
The Two Pillars of the TPS
What Is Really Different about the TPS?
The Behavioral Definition
The Business Definition
Several Revolutionary Concepts in the TPS
The TPS Is Not a Complete Manufacturing System
A Critical and Comparative Analysis of Various Philosophies
Where Lean Will Not Work… or Not Work Quite so Well
Chapter Summary
Chapter 3 – Inventory and Variation
Background
Just Why Do I Have and Why Do I Need the Inventory?
What Is So Bad about Inventory?
About Variation
Buffers
Kanban
Kanban Calculations
Finished Goods Inventory Calculations
Kanban Calculations
Make-to-Stock versus Make-to-Order Production Systems
Chapter Summary
Chapter 4 – Lean Manufacturing Simplified
The Philosophy and Objectives
The Foundation of Quality Control
Quantity Control
Chapter Summary
Chapter 5 – The Significance of Lead Time
Overview
Some History of Lead Time
Benefits of Lead-Time Reductions
Excalibur Machine Shop, Lead-Time Reductions
Techniques to Reduce Lead Times
Chapter Summary
Chapter 6 – How to Do Lean—Cultural Change Fundamentals
Three Fundamental Issues of Cultural Change
Some Cultural Aspects of a Lean Implementation Worthy of Further Thought
Chapter Summary
Appendix A—Problem Solving and Standardization: How Are They Similar?
Chapter 7 – How to Do Lean—The Four Strategies to Becoming Lean
Overview of the Lean Implementation Strategies
Implementing Lean Strategies on the Production Line
Chapter Summary
Appendix A—The Takt Calculation
Appendix B—The Basic Time Study
Appendix C—The Balancing Study
Appendix D—The Spaghetti Diagram
Appendix E—Value Stream Mapping
Chapter 8 – How to Implement Lean—The Prescription for the Lean Project
An Overview on How to Implement Lean
A Key Question to the Implementation
Step 1: Assess the Three Fundamental Issues to Cultural Change
Step 2: Complete a Systemwide Evaluation of the Present State
Step 3: Perform an Educational Evaluation
Step 4: Document the Current Condition
Step 5: Redesign to Reduce Wastes
Step 6: Evaluate and Determine the Goals for This Line
Step 7: Implement the Kaizen Activities
Step 8: Evaluate the Newly Formed Present State, Stress the System, Then Return to Step 1
Lean Goals
What to Do with the Plan?
Chapter Summary
Appendix A—The Second Commitment Evaluation of Management Commitment
Chapter 9 – Planning and Goals
Some Background
Hoshin–Kanri Planning
Why Are Goals and Goal Deployment So Important?
Policy Deployment
Leadership in Goal Development, Deployment, and Determining What “Should Be”
Chapter Summary
Chapter 10 – Sustaining the Gains
Why Is It So Important?
How Do We Know There Is a Loss?
What Is Process Gain?
Chapter Summary
Chapter 11 – Cultures
Background Information on Cultures
The Toyota Production System and Its Culture
What Should We Do with Our Lean Culture?
Chapter Summary
Chapter 12 – Constraint Management
Bottleneck Theory
Chapter Summary
Chapter 13 – Cellular Manufacturing
Cellular Manufacturing
The Gamma Line Redesign to Cellular Manufacturing
Chapter Summary
Chapter 14 – The Story of the Alpha Line
How I Got Involved
Initial Efforts to Implement Cultural Change
Some of the Results
Continuous Improvement, as It Should Be
The Cool Story of SPC: SPC Done Right!
How Did the Alpha Line Management Team Handle the Fundamentals of Cultural Change?
Chapter Summary
Chapter 15 – The Story of the Bravo Line—A Tale of Reduced Lead Times and Lots of Early Gains
Overview
Background Information
Implementing the Prescription
The Results
Chapter Summary
Chapter 16 – Using the Prescription—Three Case Studies
Why These Case Studies?
Lean Preparation Done Well: The Story of Larana Manufacturing
The Zeta Cell: A Great Example of Applying the Four Strategies to Reduce Waste and Achieve Huge Early Gains
The Case of the QED Motors Company: Another Great Example of Huge Early Gains on an Entire Value Stream
Applying the Second Prescription at QED Motors—How to Implement Lean
Chapter 17 – The Precursors to Lean Not Handled Well
Background to the ABC Widgets Story
We Analyze the Data
Summary of Results
How Did the Management Team from ABC Widgets Handle the Fundamentals of Cultural Change?
The Real Message
Chapter Summary
Chapter 18 – An Experiment in Variation, Dependent Events, and Inventory
Background
The Experiment
Chapter 19 – Assessment Tools
Overview
The Five Tests of Management Commitment to Lean Manufacturing
The Ten Most Common Reasons Lean Initiatives Fail (in Part or Totally)
The Five Precursors to Implementing a Lean Initiative
Process Maturity
Chapter 20 – A House of Lean
Glossary
Bibliography
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