1st Edition

Standard Work for Lean Healthcare





ISBN 9781439837412
Published July 8, 2011 by Productivity Press
124 Pages - 95 B/W Illustrations

USD $38.95

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Book Description

Proven to increase efficiencies in the manufacturing sector, Standard Work has become a key element in reducing process waste, ensuring patient safety, and improving healthcare services. Part of the Lean Tools for Healthcare Series, this reader-friendly book builds on the success of the bestselling, Standard Work for the Shopfloor.

Standard Work for Lean Healthcare explains how to apply this powerful Lean tool to increase patient safety and reduce the cost of providing healthcare services. It illustrates how standardization can help you establish best practices for performing daily work and why it should be the cornerstone for all of your continuous improvement efforts. Presented in an easy-to-assimilate format, the book describes work in terms of cycle time, work in process, takt time, and layout. It also:

  • Defines the key concepts of standard work and explores the essential elements of a continuous improvement culture
  • Provides detailed guidance through the process of creating, maintaining, and improving standards
  • Illustrates the application of standardization and standard work in healthcare with a range of examples
  • Includes access to helpful websites and further reading on standardization, standard work, the 5S System, and Lean healthcare

A joint effort between the Rona Consulting Group and Productivity Press, this book presents invaluable insights from pioneers in Lean thinking to help you avoid common mistakes that can lead to unnecessary wastes of time and resources. Each richly illustrated chapter includes a chapter summary, reflection questions, and margin assists that highlight key terms, how-to steps, and healthcare examples—making this an essential resource for healthcare professionals starting out on their Lean journey.

Table of Contents

Getting Started
The Purpose of This Book
What This Book Is Based On
Two Ways to Use This Book
How to Get the Most Out of Your Reading
     Becoming Familiar with This Book
     Becoming Familiar with Each Chapter
     How a Reading Strategy Works
     Using the Margin Assists
An Overview of the Contents

The Production Processes and Operations of Healthcare
The Industrial Origins of Lean Healthcare
Production, Process, and Operation

Standards and Beyond
What Is a Standard?
     Characteristics of Standards
     Sources and Types of Standards
     Standards and Standard Work versus Best Practice
What Is Standardization?
What Is Standard Work?
     Lean Healthcare Methods = Standard Processes and Reliable Methods
     Standard Work is a Prerequisite of Lean Healthcare
     Standard Work Drives Further ImprovementStandard Work and Evidence-Based Practice
Evidence-Based Practice
     A Culture of Continuous Improvement
The Benefits of Standardization and Standard Work
     For the Organization
     For Patients
     For Clinicians and Support Staff

Standardization
The Path to Reliable Methods
     Types of In-House Standards
     100 Percent Adherence to Reliable Methods
Communicating In-House Policies and Standards
     Often Manuals Are Not Designed for the User
     Revisions Are Unsystematic
     Information Is Inconsistent with Lean Healthcare Methods
What to Include in Standards Documentation
     Technical and Process Standards Sheets
     Equipment Manuals
The Value of User-Friendly Standards
Creating and Maintaining Improvements to Standards
     How Do You Create Standards and Standard Operations?
     Stages of Standards Improvement
     A Review of the Process Analysis Tools

Standard Work
Standard Task
Standard Work Sequence
Standard Time
     Takt Time
     Cycle Time
     Wait Time
     Lead Time
Standard Work-in-Process (SWIP) Inventory
Standard Work Documentation
Five Steps to Standard Work
     Step One: Conduct a Running Time Observation
     Step Two: Create a Standard Work Sheet
     Step Three: Percent Load Chart
     Step Four: Create a Standard Work Combination Sheet
     Step Five: Standard Work Instruction Sheet
Ten Guidelines for Maintaining and
Improving Standard Work
Summary
Reflections

Applications of Standardization and Standard Work
Applications of Standardization
     New Employee Training
     Evaluating Improvement Ideas
Applications of Standard Work
     Managing Healthcare Service Production Processes
     Patient Safety
     Hourly Rounding
     Satisfied Employees

Reflection and Conclusions
Reflecting on What You Have Learned
Applying What You Have Learned
     Possibilities for Applying What You Have Learned
     Implementing Standardization and Standard Work in Your Organization
     Your Personal Action Plan
Opportunities for Further Learning
Conclusions

Appendix:
Further Reading about the 5S System
Further Reading about Lean Healthcare
Useful Websites

Each chapter concludes with a Summary & Reflections

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Author(s)

Biography

Rona Consulting Group & Productivity Press

Thomas L. Jackson, Editor

Thomas L. Jackson, JD, MBA, PhD, is the former CEO of Productivity, Inc., and Productivity Press, and a member of the influential Ford Lean Advisory Group. Tom has been a student of lean enterprise since 1988, when he copyedited Hiroyuki Hirano’s JIT Factory Revolution for Productivity Press and reworked two chapters of Yasuhiro Monden’s groundbreaking Japanese Management Accounting. Looking at pictures of Japanese factories and reading about how differently the Japanese count their money, Tom became so fanatical about lean that he left his comfortable position as a professor of business at the University of Vermont to start his own lean consulting company—in Malaysia! There, he learned that the powerful techniques of lean enterprise— JIT, SMED, TPM, and kanban—were only half of the story of Toyota’s great success. The other half of the story was hoshin kanri (a.k.a. the "balanced scorecard") and a revolution in the structure of modern business organization.

In 2005, Tom started applying Toyota’s operational and management methods in healthcare in a small rural clinic in Seward, Alaska. In 2008, Tom decided to trade his Levi’s Dockers for a pair of black scrubs and joined Mike Rona, former president of Seattle’s Virginia Mason Medical Center, as a partner in the Rona Consulting Group, where he and Mike are "transforming healthcare and pursuing perfection." In 2007, Tom was awarded a Shingo Prize for his book, Hoshin Kanri for the Lean Enterprise. In 2009, Tom was appointed Clinical Associate Professor in the Department of Health Services of the University of Washington’s School of Public Health.