5 S Your Spring Cleaning with Lean Tools. Building Leaders Transforming Hospitals Improving Care

Transcription

1 5 S Your Spring Cleaning with Lean Tools Building Leaders Transforming Hospitals Improving Care

2 Who We Are Our Company Formerly known as Brim Healthcare we have a 45 year track record of delivering superior clinical & operating results for our clients. Our Team Our Executive Team has experience in managing hospitals from multi-billion $ healthcare systems to community hospitals Our Mission We believe that the combination of People, Process & Technology transforms healthcare & provides the required results Management Consulting Placement Technology Turnaround Strategy Financial Operations Corporate Compliance Board Development Regulatory Compliance and Accreditation Preparation Lean Process Improvement CHNA Execuitve Recruiting Interim Executive Placements Mid-level and Specialty Placements Gaffey Revenue Cycle Management CrossTX Population Health Platform Optimum Productivity Page 2 Building Leaders Transforming Hospitals Improving Care

3 Faith M Jones, MSN, RN, NEA-BC Director of Care Coordination and Lean Consulting Faith Jones began her healthcare career in the US Navy over 30 years ago. She has worked in a variety of roles in clinical practice, education, management, administration, and consulting. Her knowledge and experience spans various settings from ambulatory to inpatient to post-acute. In her leadership roles she has been responsible for operational leadership for all clinical functions including multiple nursing specialties, pharmacy, laboratory, imaging, nutrition, therapies, as well as administrative functions related to quality management, case management, medical staff credentialing, staff education, and corporate compliance. In her current position she conducts train the trainer workshops to assist healthcare organization in establishing and advancing a Lean Culture in their work setting. She is certified as a Lean Instructor, Instructor Trainer, and holds a Green Belt for Healthcare. Page 3

4 Instructions for Today s Webinar You may type a question in the text box if you have a question during the presentation We will try to cover all of your questions but if we don t get to them during the webinar we will follow-up with you by e- mail You may also send questions after the webinar to Faith Jones (contact information is included at the end of the presentation) The webinar will be recorded and the recording will be available on the HealthTechS3 web site HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive. HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof. HealthTechS3 does not and shall not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters. Page 4

5 The Agenda Today we are going to talk about: The concepts of sort, straighten, shine, standardize, and sustain The importance of engagement and validation in the process The impact of culture on the Lean Journey Page 5

6 Spring Cleaning Time At home or at work Be observant/ Talk to People ASK: Do you see people looking for things? Do you look for the same thing over and over? Are you moving things to get to the items you need? Do You Need to 5S?

7 Why Use the 5S Method A simple tool used in conjunction with Lean Principles Takes human memory factor out of the equation Visual Reproducible 7

8 What is 5S A simple method for creating a clean, safe, orderly, high performance work environment. 1. Sort 2. Straighten 3. Shine 4. Standardize 5. Sustain Page 8

9 Sort Sort and identify necessary items to perform process (work) and eliminate all other items from work area. Japanese: Seiri Sort Clearing Classify Page 9

10 Sort Process Step 1: Identification of unneeded items Define unneeded Thorough Inspection Step 2: Take responsibility for disposition of unneeded items Item Disposition 10

11 Define Necessary Team based definition Is it needed for this work/activity? Frequency of use Time parameters (per week, per month) If NOT needed, is it Obsolete, defective, trash Immediately remove Unknown use red tag 11

12 Where to look for ITEMS Page 12

13 What to do with ITEMS Page 13

14 Red Tag Items The What ifs? Red Tag simple tag placed on items you believe are unneeded Red Tag Quarantine location to hold red tagged items for evaluation Steps: 1. Tag 2. Quarantine 3. Evaluate 4. Take Action Page 14

15 Red Tag Tips Involve ALL people involved in work from the start People doing the work should do tagging Have Red Tags available where work occurs NOT just at a tagging event Do NOT remove red tags without evaluation & discussion with people doing the work Keep Quarantine Area Public Page 15

16 Straighten Organizing remaining needed items for work and arranging them in efficient manner that best supports the work. Japanese: Seiton Straighten Simplify Set in Order Configure Page 16

17 Benefits of Straightened Items 1. Easy Access 2. Searching eliminated (or reduced) 3. Mistakes by misplaced items reduced 4. Accidents avoided - safety Straighten Page 17

18 Straighten Tips Use labels Use custom signs Use color coding VISUAL SIGNALS!!! Page 18

19 Straighten Tips Use tool shadow boards Page 19

20 Straighten Tips Open shelves Transparent Containers Clearly labeled Page 20

21 Straighten Tips Involve ALL people involved in work from the start People doing the work should set locations Do NOT set and forget revisit Measure improvements pat on the back Ergonomics and safety Page 21

22 Shine Clean area, tools, machines and other equipment to nearly new status. Future non-conformities will stand out & be easily identifiable (and resolved). Japanese: Seiso Sweep Scrub Shine Clean & Check Page 22

23 Shine Benefits Opportunities for improvement more obvious Better customer perception Better working environment Increased safety Increased efficiency Facilitates standardization Page 23

24 Step 1: Initial Cleaning Make Clean (and pretty) Shine Process Clean area, tools, equipment, etc. Reduce/eliminate potential dirtiness Inspect & Repair (damage/problems) Fix NOW immediate response Create Repair/Maintenance Schedule 24

25 Step 2: Keep Clean Shine Process Define & Document Cleaning Process Who cleans What is cleaned When to clean How to clean Provide tools required 25

26 Initial Cleaning List 26

27 Shine Tips People doing the work/cleaning should develop the custom cleaning checklist/process Meant to help in the cleaning NOT as a management report card Problems frequently are hidden by dirt, grease and clutter. Immediate response to opportunity Management support to encourage flagging & resources to resolve issues Page 27

28 Standardize A process structure (who, what, where, when, how) to ensure that every employee understands and adheres to the standard created in S1, S2, & S3. Japanese: Seiketsu Standardize Stabilize Conformity Page 28

29 How to Standardize Document standard workflow Standard Operating Procedures (SOP) Ideal picture of area Standardize labeling signage, etc. Perform 5S Audits 29

30 5S Audit Independent Audit of 5S Areas Goal: Capture Current State Take Color Photos Create custom audit sheets (entire team) Simple scoring system Objective, fair & reasonable Visual Conduct Audits. Identify opportunities for improvement Page 30

31 Standardization Benefits Incorporates improvements into workflow Sustains Sort, Straighten & Shine improvements Increases accountability Prevents back-sliding Builds 5S into process Continuous improvement Page 31

32 Standardize Tips Management MUST Support Standardization for improvements to be sustained Go to Gemba DAILY (~30 mins/day) Build time into work day schedules for cleaning & organization to occur Provide resources for cleaning, signage, etc. Encourage employees to continuously improve definition of cleanliness and update checklist to assist them in maintaining their standard. Page 32

33 Sustain Involves training and disciple to ensure the work from the sorting, straightening, shining and standardizing is sustained Japanese: Shitsuke Self-Discipline Customs & Practice Sustain Page 33

34 Sustain Self-Discipline Customs Practices CULTURE Page 34

35 The Toyota Way I. Continuous Improvement Form a long term vision and meet challenges with courage and creativity Always driving for innovation and evolution II. Go to the source to find the facts to make correct decisions, build consensus and achieve goals Respect for People Make every effort to understand each other, take responsibility and do the best to build mutual trust Stimulate personal and professional growth, share development opportunities, and maximize individual and team performance Page 35

36 Sustain Engagement - Validation 36

37 Ownership vs Consensus 37

38 How to Sustain Connect the Dots Safety Values Efficiency Remember the Vision Visuals Before and After Patient Centered 38

39 WHY is it Important? Patient Centered Relate the improvements to the patient Tune in to WIIFM - What is in it for me? Identify and communicate: Safety Efficiencies Decreased Frustration Page 39

40 Sustainability Tips Self Discipline = Accountability Everyone must understand the 5S process and incorporate sustaining it into every day work Everyone in the workplace should treat the area/environment as if it was their home Check up - Go to Gemba DAILY Don t assume anything provide guidelines that were agreed upon in written or visual format. Page 40

41 Outcome When fully implemented, the 5S process increases morale, creates positive impressions on customers, and increase efficiency and organization. 5S is a whole culture which increases production, improves quality, reduces cost, makes delivery on time, improves safety and improves morale. 5S is not a list of action items, but is an integrated concept of actions, conditions, and culture. Page 41

42 Upcoming Events Visit our Website to Register Page 42 Building Leaders Transforming Hospitals Improving Care

43 THANK YOU! Faith M Jones, MSN, RN, NEA-BC HealthTechS 3 Faith.Jones@HealthTechS3.com Page 43 Building Leaders Transforming Hospitals Improving Care