Lean hospitals : improving quality, patient safety, and employee engagement /: improving quality, patient safety, and employee engagement. (2016)

• Record Type: Book
• Further Information: Note: Mark Graban.
• Authors: Graban, Mark
• Contents: The Need for Lean Hospitals; Better Results with Lean; Why Do Hospitals Need Lean?; A Renewed Sense of Purpose; Lean Methods Are Not New to Healthcare; Toyota’s Role in Popularizing Lean; Origins of the Term Lean ; Lean Is Proven to Work outside Automotive Factories; Lean Is Helping Hospitals Improve; Problems in Healthcare; Good Quality Costs Less; Interconnected Benefits; A Snapshot of Department Success: Laboratory, Children’s Health Dallas; From Departmental to Hospital- and System-Wide Success; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Overview of Lean for Hospitals and Health Systems; What Is Lean?; Ohno’s Definition of Lean; Lean Thinking; The Toyota Triangle: Tools, Culture, and Management System; The "Toyota Way" Philosophy; Four Organizational Capabilities for Lean; Lean and Other Methodologies; What Lean Is Not; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Value and Waste; Waste: A Global Problem with Local Solutions; Reducing Waste Is a Better Goal Than Reducing Cost; What Is Waste?; What Is Value? Start with the Customer; How Do We Define Value in a Broad Sense?; How Does Lean Define "Value?"; Examples of Value-Added and Non-Value-Added Activities; Learning to Identify and Describe Waste; There’s Not Always an Easy Answer; What Non-Value-Added Activities Are Required?; Non-Value-Added, Pure Waste; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Observing the Process and Value Streams; Learning to See; How Do We Find Waste? Go and See; What Is a Value Stream?; Value Stream Mapping; Creating a Current-State Value Stream Map; The Future-State Maps; Breaking Down Silos and Reducing Suboptimization; Observing the Process; Activity of the Product; Activity of the Employee; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Standardized Work as a Foundation of Lean; Helpful Standardization: From 171 Forms to Just Six; The Need for Standardized Work; The Toyota House Metaphor; Overview of the Lean Foundations; Lean Foundations: Standardized Work; Definition of Standardized Work; Standardized, Not Identical; Written by Those Who Do the Work; Considering How Long Tasks Take; Staffing Based on Data; Types of Standardized Work Documents; Standardizing Daily Routines; Defining Roles and Responsibilities; Quick Changeover as Standardized Work; Explaining Why through Standardized Work; Standardized Work Documents and the Standardized Work System; Measuring and Observing for Standardized Work Adherence; "Resistance" to Standardized Work?; Asking Why When Standardized Work Is Not Followed; Standardized Work Can Apply to Physicians; Lean and Checklists; Standardized Work for Raising Concerns; Standardized Work Can Apply to Leaders; Training through Standardized Work; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Lean Methods: Visual Management, 5S, and Kanban ; Lean Is More Than Tools, but Tools Can Help; Reducing Waste through Visual Management; Examples of Visual Management for Patient Flow; Examples of Visual Management to Prevent Process Problems; 5S: Sort, Store, Shine, Standardize, and Sustain; Safety as a Sixth S?; Kanban : A Lean Approach to Managing Materials; Problems with Traditional Materials Systems; Trade-Offs with Inventory; Using Kanban to Replenish Supplies; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Proactive Root Cause Problem Solving; The Tragic and Preventable Mary McClinton Story; Improving Quality and Patient Safety; Cultural Obstacles to Quality Improvement; Why Do Errors Occur?; Examples of Quality Improvement; Finding Root Causes and Preventing Errors; Workarounds and the Need for Fixing Root Causes; Asking Why Instead of Who; Start at the Gemba ; Find Root Causes Using Simple Methods; A3 Problem Solving; Toyota’s Practical Problem Solving; Be Proactive and Use Failure Modes and Effects Analysis; Proactive Resolution of Near-Miss Problems; The Heinrich Safety Pyramid; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Preventing Errors and Harm; A Serious Problem with Large, Unknowable Numbers; Moving beyond Blaming Individuals; The Darrie Eason Case; Creating Quality at the Source through Error Proofing; Being Careful Is Not Enough; Why 100% Inspection Is Not 100% Effective; Types of Error Proofing; Error Proofing, Not Dummy Proofing; Examples of Error Proofing in Hospitals; Stopping the Line (Andon ); Error Proofing the Error Proofing; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Improving Flow; Lean Is Both Quality and Flow; Waiting: A Worldwide Problem; Targets without a Means for Improvement Might Lead to Improvement or Dysfunction; Focusing on Flow; Value Streams Should Flow Like a River; Uneven Workloads as a Barrier to Flow; Addressing Mura by Matching Staffing to Workloads; Improving Patient Flow; Improving Flow for Ancillary Support Departments; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Lean Design; Better, Faster, and Cheaper; Understanding the Current State before Designing the Future; Lean Design at East Tennessee Children’s Hospital; Integrated Lean Project Delivery at Akron Children’s Hospital; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Engaging and Leading Employees; Improving the Way We Manage; What Is a Manager’s Role?; Strategy Deployment; Common Management Problems; Lean as a Management System and Philosophy; A Daily Lean Management System; Performance Measures; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; Getting Started with Lean; How Do We Start?; The LEI Lean Transformation Model; Where Do We Start?; What Do We Call It?; Getting Started with Kaizen ; Kaizen Events; Lean Transformation Projects; The Lean Project Team; Executive Sponsorship and Leadership; Starting from the Middle; Establishing a Model Line and a Road Map; Dedicating People to Lean Beyond Projects; The Lean Department; The Importance of Change Management; A Snapshot of Hospital Success: Avera McKennan Hospital & University Health Center; Conclusion; Lean Lessons; Points for Group Discussion; Notes; ; A Vision for a Lean Hospital and Health System; Introduction; When Is a Health System Lean?; What Would a Lean Health System Look Like?; What Would a Patient Experience in a Lean Health System?; What Would It Be Like to Work in a Lean Health System?; How Would We Describe a Lean Health System?; In Conclusion; Points for Group Discussion; Notes; ; Glossary; ; Index
• Edition: Third edition
• Publisher Details: New York : Productivity Press
• Publication Date: 2016
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 362.11068; Hospitals -- United States -- Administration; Hospital care -- United States -- Quality control; Hospital care -- United States -- Cost effectiveness; Patients -- United States -- Safety measures; Just-in-time systems; Total quality management
• Languages: English
• ISBNs: 9781138031586; 9781498743266; 9781138032255
• Related ISBNs: 9781498743259
• Notes: Note: Includes bibliographical references and index.; 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.