Lean on Me: A case study on using lean principles in an outpatient mental health setting
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1 Lean on Me: A case study on using lean principles in an outpatient mental health setting Joshua Carlson, MSW, LCSW Clinical Supervisor- Family Solutions
2 Lean Collaborative Teaching Lean principles Area not for profit business Aimed at capacity building Better use of limited resources Community learning environment
3 Lean Collaborative Tracy Family Foundation Blessing Health System John Wood Community College 5 Participating organizations
4 Lean Collaborative TFF Funded the project Blessing Health Systemprovided the trainers John Wood Community College provided space 5 Participating organizations
5 Chaddock Team Vice President of Operations Associate Director of Quality Assurance Associate Director of Finance Clinical Supervisor of Family Solutions Clinical supervisor of Foster and Adoption Services Goal- Improve productivity levels at Family Solutions
6 Family Solutions Chaddock- social services agency in Quincy, IL. Family Solutions outpatient program 2 full and 2 part time therapists, 1 AA, and one supervisor 130 clients Providing onsite and offsite services Fee for services, Medicaid, EHR
7 Family Solutions Choosing our project- Participation in leadership academy Improving systems at Family Solutions Increase productivity Become self sustaining
8 Lean Pre work readings
9 Lean Lean is a methodology to implement systematic process improvement
10 BTTWWADI
11 A3
12 A3
13 A3
14 A3
15 A3
16 A3
17 A3
18 A3
19
20 A3
21 Value Stream Value added Non value added
22 The Race Track
23 Data Quantitative data Target Productivity Capacity Utilization Cancellation/NS rate Qualitative data Focus group Waiting room observation Time study
24 Quantitative
25 Qualitative
26 Personal Revelations Supply and demand Training Staffing patterns Perishable Therapist time Conceptual Variables Abstract concept Operationalize Finding ways to quantify these variables Internal stakeholders External stakeholders
27 Muda
28 Muda 1. Value added 2. Required waste 3. Pure waste Finding the root cause can lead to corrective action Courage to call it waste
29 BTTWWADI
30 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
31 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
32 Muda or Waste 1. Waiting Signature activity
33 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
34 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
35 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
36 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
37 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
38 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
39 Muda or Waste 1. Waiting 2. Over production 3. Rework 4. Motion 5. Processing 6. Inventory 7. Intellect 8. Transportation
40 Visual Management Visual tools make situations stand out quickly Problem solving ability by all staff Address problems immediately Create a culture where problems are addressed
41 Visual Management
42 Visual Management Real Time Feedback
43 Source: leanprocess.net Key Concepts 5S Office supplies Theraplay supplies
44 Implementing and Sustaining Collaborative Documentation/EHR Inclusive Leadership Supervision
45 Implementing and Sustaining Collaborative Documentation/EHR
46 Implementing and Sustaining
47 Implementing and Sustaining Clinical supervision Team Meeting Consultation Communicate the purpose Communicate mutual goals Use SMART goals
48 Outcomes Quantitative Data Clinical Services July August September October November December January Total
49 Outcomes Quantitative Data 38% 25% Units of Services Revenue
50 Outcomes Quantitative Data Fulltime Staff Part time Staff 11% 16%
51 Outcomes Qualitative Data It made our jobs doable Things are more efficient I m not as stressed All staff indicated that they felt moral has improved
52 What s next Chaddock selected for another project Invitation for additional training Working towards becoming a certified Lean Coach
53 A Leader is one that gets results by maximizing resources. -Tony Robbins
54 Reading List Womack, J. P., & Jones, D. T. (2010). Lean thinking: banish waste and create wealth in your corporation. Simon and Schuster. Liker, J. K. (2004). The toyota way. Esensi.
55 Thank you. Family Solutions Joshua Carlson, MSW, LCSW Clinical Supervisor- Family Solutions Connect with me on LinkedIn at linkedin.com/in/joshcarlson9987
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