Leveraging lean in medical laboratories : creating a cost effective, standardized, high quality, patient-focused operation /: creating a cost effective, standardized, high quality, patient-focused operation. (2015)

• Record Type: Book
• Further Information: Note: Charles Protzman, Joyce Kerpchar, George Mayzell.
• Authors: Protzman, Charles; Kerpchar, Joyce; Mayzell, George
• Contents: Introduction to Lean; The Need for Change; National and Global Competition; Challenges for the Healthcare Worker; Lean and Layoffs; Traditional Healthcare Model; Introduction – So What is Lean?; Lean and Hospitals; What Results can you Expect?; The CEO and Lean; Typical Lean Metrics and Outcomes; Potential Lean Returns by Department; Typical Results/Return on Investments (ROI) and Implementing Lean; Lean and Systems Thinking; Boiled Frog Syndrome; Systems Thinking Principles; Viewing the Hospital with Systems Thinking; What is a Lean Business Delivery System?; Lean Business Delivery System Vision; Understanding the Value of the Lean Business Delivery System; Just In Time: The First Pillar of the Toyota Production System Model; An Example of One of the Rocks—Short-Staffed; Jidoka—The Second Pillar of the Toyota Production System; Jidoka Means: Never Pass on a Bad Part or Patient; Applying Jidoka to Healthcare; The Top of the Toyota House—Respect for Humanity; Lean is a Journey; ; Batching vs. Lean Thinking and Flow ; Batching vs. Lean Thinking and Flow; Batching vs. Flow in a Healthcare Environment; Bathing Examples; Process Definition; Batching Systems; Why People Love to Batch?; One-Piece/Patient Flow; One-Piece Flow Example; Group Technology; Productivity - Definition; Batching The Domino Effect; Peak Demand; Examples of Batching in Healthcare; Chart Preparation; Application of One-Piece Flow to Healthcare; Flow—One-Piece Flow or Small Lot; ; Lean and Change Management; Implementing Lean is about Balance; Lean Culture Change; Paradigms; Change Equation; C ∙ Compelling Need to Change; Why Change?; V ∙ Vision; N ∙ Next Steps; Change and What’s In It For Me; Lean and Change Management; Lean and Organizational Change - "Right Seat on the Right Bus"; Resistance to Change; Changes… Highs and Lows; Rule of Unintended Consequences and Bumps in the Road; Change is a Funny Thing; We are all Interconnected but not Typically Measured that Way; Horse Analogy; Comparison to Where We are Today; Employee Suggestion Systems; Barriers to Change; Most Loved Words; Does Your Organization have Sacred Cows?; Leadership and Organizational Changes; Communication, Change and Lean; Summary; ; Lean Foundation; Lean Foundation Baseline in the Basics Model; Think—See—Act Lean; System Lean Implementation Approach Utilizing the Basics Model; A Customer Service Story; Baseline Metrics; Data, Revenue, and Hospitals; The Impact of Data on Lean – Process Focused Metrics; Customer Satisfaction; Voice of the Customer Surveys; The VIP Visit; Easy to Do Business With; Centralized = Batching; What Does All This Have to Do with Hospitals?; Customer Value-Added Proposition; Customer Quality Index; Baseline the Process; Value Stream Map (VSM) the Process; Value Stream Discussion; Value Stream Mapping and Healthcare; Value Streams Objectives; Traditional Hospital Systems - SILOS; Lean Goals; Parts of a Value Stream Map; Value Stream Map Icons; Value Stream Map Definitions; Day 1; Day 2; Day 3; Day 4; Day 5; Current State Value Stream Mapping; Ideal State; Future State Value Stream Mapping; Value Stream Map Project Lists, Prioritization Matrix, and Tracking; Value Stream Layout Maps (sometimes referred to as Skitumi maps); Baselining the Process—Data Collection and Analysis—Current State; Takt Time/Production Smoothing; Available Time; Customer Demand; Peak Demand; Cycle Time; Cycle Time and Takt Time—What’s The Difference?; Designing Cycle Time to Takt Time; Length of Stay (LOS); Length of Stay (LOS); Length of Stay is Directly Correlated to Inventory; Length of Stay—A Key Metric; Reducing Length of Stay; Number of Staff Required; Total Labor Time; Quiz; Weighted Average; Financial Metrics; Measuring Inventory and Cash Flow; Work in Process Inventory; Sales of Reimbursement per Employee; Contribution Margin; Cost Per Case; Data and What People Think; Sustainability and Accountability; Process Owners Do Not Always have the Skill Sets Necessary to Manage in a Lean Environment; Notes; ; Basic Lean Concepts and Tools – Assessment and Analyze ; Levels of Waste; Low-Hanging Fruit; Five S Wastes; The Seven (Eight) Wastes; How do you Find Waste?; 30-30-30 Exercise; People; Equipment; &
• Edition: 1st
• Publisher Details: New York : Productivity Press
• Publication Date: 2015
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 362.177068; Medical laboratories -- Management; Medical laboratories -- Cost effectiveness; Medical laboratories -- Quality control; Six sigma (Quality control standard); Total quality management
• Languages: English
• ISBNs: 9781482234480
• Related ISBNs: 9781482234473
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.