| There's a lot of excitement today in the
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| | willing to listen and learn about
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| health care field about the benefits that
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| | something new that could make patient
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| Lean practice can bring. This is
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| | care even better in a world of shrinking
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| especially critical in an environment
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| | resources.The passion we saw in how they
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| where patient care needs are climbing
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| | dealt with patients transferred to the
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| while the pool of skilled resources and
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| | application of Lean in the same way they
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| reimbursement for services shrink. Lean
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| | approached every other aspect of their
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| Advisors Inc. is working in the
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| | jobs. They used what they learned as they
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| healthcare industry to help them
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| | learned it and quickly became totally
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| implement Lean in order to be able to do
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| | committed to Lean. Our challenge was, and
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| more with less while doing it better. The
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| | is, keeping them on Plan and completing
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| key is to apply Lean methods in an
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| | their projects in the correct order so as
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| environment driven by the unique values
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| | not to create 'exciting chaos', all too
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| that surround patient care.As in other
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| | easy under the pressures of day-to-day
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| industries, the customer should come
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| | emergencies and deadlines. 'Exciting
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| first. In healthcare that customer is the
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| | Chaos' happens when you apply tools in
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| patient and the patient drives the
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| | the wrong sequence and fail to improve
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| definition of value. The product (test
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| | the system as a whole. Incremental or
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| results in the laboratory) or service
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| | 'point' improvements are, as we know, a
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| (patient care) can make the difference
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| | recipe for disaster.In healthcare, cost
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| between life and death. That one element
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| | containment can be critical, but patient
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| takes Lean to another level of importance
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| | quality, care, and service have to be a
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| in this industry.The needs of the patient
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| | priority. The industry faces growing
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| are paramount and give new meaning to
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| | financial constraints. The number of
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| Lean focus on the customer. The working
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| | patients is dramatically increasing and
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| environment is one driven by shared
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| | the cost of the improved technology is
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| values and passion in delivering top
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| | rapidly going up. Administrators of
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| quality products and services to the
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| | facilities are being asked to accomplish
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| patient. Without Lean, healthcare will
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| | much more with less and less. Lean
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| continue to have difficulty meeting the
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| | methods are critical in bringing needed
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| pressure to serve an increasing number of
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| | cost savings.What we often see in health
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| individuals at less cost.As the
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| | care are the same short-term, knee-jerk
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| population ages, healthcare must find new
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| | responses to reduce costs that we have
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| ways to meet the demand for their
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| | seen in the traditional industries such
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| services. Turnaround time becomes a
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| | as manufacturing. There is an immediate
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| primary measurement that must improve
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| | impulse to cut assets and labor
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| whether it is in the hospital facilities
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| | resources. While these shortsighted
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| or their testing laboratories. Further,
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| | responses may allow them to meet an
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| space is at a critical premium in running
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| | annual budget, they certainly don't
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| all the functions within a hospital
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| | create better service or long-term
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| facility. Only Lean can provide a
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| | solutions.
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| solution to space issues without either
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| | Lean ResultsLean doesn't focus on
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| downsizing staff or incurring large scale
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| | cutting people or assets; it focuses on
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| capital building costs.Lean PrinciplesOf
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| | improving activities and processes in the
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| course, all of these improvements can't
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| | system as a whole. In order for any
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| compromise the quality - in fact, the
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| | business or organization to get better,
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| quality must improve while working to
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| | they must learn how to remove the 'waste'
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| serve patients faster. This is the real
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| | in their system and create value without
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| challenge - and, as noted, it can be a
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| | adding staff or resorting to large
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| matter of life and death.The Lean
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| | capital outlays.When done properly, Lean
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| principles of customer focus, speed of
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| | removes 'wasteful' activities and allows
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| delivery, increased quality, and
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| | the professionals and staff of hospitals,
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| flexibility in meeting ever-changing
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| | labs, and clinics to focus on more
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| demands fits 'perfectly'. Hospital and
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| | patient value-based activities. The
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| technical laboratory professionals are
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| | result is doing more with less - more
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| surprised to see similarities with other
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| | people can be assisted with the same
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| industries when they sit down and look at
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| | number of people, the same (or less)
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| the benefits of applying Lean methods in
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| | space, and reduced costs of providing
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| their environment. Once they have the
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| | services. Lean methods are indeed the
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| 'right' Lean knowledge, and know how to
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| | answer to the challenges facing
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| apply the tools properly, they are able
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| | healthcare organizations and their
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| to see that Lean implementation is
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| | staff.The Clinic we talked about in this
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| imperative in order to meet the needs of
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| | document has proven that it can be done.
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| patients in coming years.Lean Advisors
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| | They are now expanding it to all their
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| Inc. has recently begun work with the
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| | labs. They are engaging their physicians,
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| laboratory service division of a
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| | administrators, scientists, lab
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| world-renowned Clinic. We have seen the
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| | professionals, and technicians. The
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| power of adapting Lean to the health care
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| | people in this Clinic are pioneers and
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| environment and its values driven
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| | have paved the way for others in
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| processes. The results in only a couple
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| | healthcare to follow. They have proven
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| of months have been phenomenal. They have
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| | that with a passion driven by
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| been able to reduce lead times so Doctors
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| | patient-focused values, the 'right'
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| can receive critical test information
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| | knowledge, and a proper plan, the
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| even more quickly than the organization's
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| | tremendous challenge facing them can be
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| previous world leading delivery pace.
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| | more than met today and well into the
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| These health care professionals
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| | future.Larry Coté is well known for his
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| accomplished this without adding more
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| | penetrating analysis and creative energy.
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| staff and without any large capital
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| | He was with the Lean Enterprise Institute
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| outlay or increase in space. The impact
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| | in Boston for almost two years as C.O.O.
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| has been immediate and patients are being
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| | E.V.P. He was the Founder and President
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| serviced faster and better. And there is
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| | of the Lean Enterprise Institute
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| every indication that the change is
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| | Canada.Over the years, Larry has worked
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| sustainable over the long term.You need
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| | with 100's of companies at various stages
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| passion for improvement to be successful
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| | of their Lean journey in many different
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| when transforming your organization to a
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| | business sectors. Larry has expertise in
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| Lean Enterprise. Dedicated healthcare
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| | Toyota Production System concepts,
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| staff has plenty of that passion and this
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| | diagnostics and assessment of Lean
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| facility was no exception. They are
| |
| | readiness. He works with the corporate
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| passionate about their work and they,
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| | leaders to develop effective plans for
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| more than anyone, know the importance of
| |
| | transforming organizations using Lean and
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| speed and quality in meeting patient's
| |
| | adapting it to their particular
|
| needs. The missing ingredient was
| |
| | culture.Larry Cote
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| learning the 'right' way that Lean could
| |
| | President
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| be applied to make the transformation in
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| | Lean Advisors Inc.Lean Advisors Inc.
|
| a hospital environment.
| |
| | (LEAD) provides Lean Training And Lean
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| Lean MethodsThe healthcare workers in
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| | Implementation support to organizations
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| this facility are used to change. Their
| |
| | of all sizes and sectors including
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| profession is constantly adapting to new
| |
| | healthcare, office, service,
|
| technologies, processes, regulations, and
| |
| | manufacturing, mining, aerospace, food
|
| tools - they have learned to expect rapid
| |
| | processing, high tech.
|
| change. These participants were more than
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| |
|
