Nothing Special   »   [go: up one dir, main page]
Scribd Logo
Upload

Welcome to Scribd!

  • 111 views

    Gemba Overview - Sheena Butts - IIESHS - WEBINAR v1

    Uploaded by

    Bryan Ordiales
    dfsfsdf

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Gemba Overview - Sheena Butts - IIESHS - WEBINAR v1

    Uploaded by

    Bryan Ordiales
    111 views35 pages
    dfsfsdf

    Original Title

    Gemba Overview_Sheena Butts_IIESHS_WEBINAR v1

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    dfsfsdf

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    111 views35 pages

    Gemba Overview - Sheena Butts - IIESHS - WEBINAR v1

    Uploaded by

    Bryan Ordiales
    dfsfsdf

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 35
    At a glance
    Powered by AI
    The key takeaways are that Lean is a systematic process improvement strategy focused on maximizing customer value while minimizing waste. It aims to simultaneously improve safety, quality, cost, delivery and morale. Gemba walks involve going to see the actual work being done to understand processes better and involve frontline staff in continuous improvement.

    Gemba walks involve leaders visiting the actual work areas to observe processes, ask questions and show respect for frontline staff. Gemba boards help facilitate these walks and are used to track daily performance measures and idea tickets from staff to improve processes. They align the organization to strategic priorities.

    Some examples of performance highlights mentioned are M5 unit going 98 days without a fall, reducing incidental overtime by over 50% hours, increasing HCAHPS scores from 40% to 90%, increasing on-time dialysis starts over 80%, and increasing foley removal and decreasing device utilization.

    Gemba

    “Managing for Daily Improvement”

    ®
    Objectives
    • Introduction
    • Healthcare Landscape
    • Quick “Overview” of Lean
    • Gemba at Lakeland Regional Health
    • Tools
    • Performance Highlights
    • Bright Ideas
    • Q&A
    Who Am I?

    Sheena Butts, Director of Org. Effectiveness


    • Fifth largest hospital in Florida
    Who We Are? • Largest acute care hospital in Polk
    County, licensed with 851 beds
    • Busiest single-site emergency
    department in the State receiving
    over 210,000 visits during 2015
    and over 41,000 admissions
    • Over 590 physicians comprise the
    active medical staff, which is
    assisted by more than 220 allied
    health professionals and support
    personnel
    Healthcare Landscape
    • U.S. spends per capita more than
    twice the average of other
    developed countries
    • Medical errors are now
    considered the 3rd leading cause
    of death in the U.S.
    – 700 deaths per day
    • Growing aging population + Less
    number of people in the
    workforce means…
    We have to do more with less
    AND
    do it better.

    ®
    What is Lean?
    • A systematic process improvement strategy which
    focuses on maximizing customer value while
    minimizing waste
    • Goals are to simultaneously improve:
    – Safety
    – Quality
    – Cost
    – Delivery
    – Morale
    Key Elements of a Lean Enterprise
    • A consistent way of thinking
    • Total management philosophy
    • An environment of teamwork and
    improvement
    • Never-ending pursuit of a better way
    • Organized and disciplined workplace
    • Evolutionary and continuous
    Problem Solving
    (Continuous improvement and learning)
    People
    (Nurture, educate and guide with integrity)

    Process
    (Eliminate waste, add value)

    Philosophy
    (Inspire us to do our very best)
    A Lean Culture
    • People are our most important asset
    • Grow leaders who live our promises
    • Respect, develop and challenge our people
    and teams
    • Utilize cross-functional teams to improve
    quality and productivity
    Gemba
    • Japanese term meaning
    – The “real” place
    – Where the work is performed
    Gemba
    • 2 Components
    – Gemba Walk
    – Gemba Board
    Gemba Walk
    • Lean Management Philosophy
    – Go See, Ask Why, Show Respect
    – Looking at and understanding processes rather than
    just looking at the results
    – Involve front-line staff in continuous improvement and
    problem solving
    – Create a more efficient and effective working
    environment and workforce
    Gemba Boards
    • Help facilitate Gemba Walks
    • Are a lean tool for growing people and aligning
    organization to our strategic priorities
    Gemba Boards
    • Celebrate the positive everyday
    • Four performance measures that directly relate
    to our strategic priorities
    – Safety
    – Quality
    – Financial
    – Operational
    Gemba Boards
    • Each unit is tasked with developing an action
    plan that they track daily in order to help
    improve their performance measures
    • Idea Tickets are provided for all staff to access
    and during the Gemba Walks the group decides
    and comes to consensus on the ideas
    – Just Do It, Go, Hold, No Go
    Tools
    Above and Beyond Sample
    Kaizen Newspaper Sample
    Tracking Sheet Sample
    Tracking Sheet
    Pareto Chart Sample
    Pareto Chart

    Reason or Cause 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

    DME approval 6/8 6/8 6/9

    SNF placement 6/8

    Awaiting lab results 6/9

    Patient d/c sppeal

    No D/C order 6/10 6/10


    Idea Ticket Sample
    Ideas and More Ideas...
    Idea Summary Sample
    With Gemba
    • Everyone is involved in the game
    • Leader = Coach
    Performance Highlights
    • M5: 98 days without a fall
    • M5: Reduced their incidental overtime by over 50%, 120
    hours per pay period to less than 60 hours
    • 5E: Increased their HCAHPS score from 40% percent to
    90% percent
    • M6: Increased their on time starts for Dialysis patients
    to above 80%
    • M3: Increased Foley removal percentage and decreased
    device utilization to less than 50%
    Performance Highlights
    • ED: Eliminated reusable Pulse Oximetry and are on track
    to save the hospital approximately approx. $1,000,000
    dollars
    • Inpatient Units: Reduced Length of Stay
    • 4E/W: HCAHPS increased from 40% to above 80%
    • Pharmacy: 30% increase in Warfarin education provided
    to patients
    • Radiology: Increased percentage of patients converted
    to CCTAs
    Bright Ideas
    • 3E/W: Troponin Reduction
    • 5E: Water Bottle Reduction
    • ED: Mass Casualty Training
    • 5E: Curtains
    • 5E: Medication Label Printing Reduction
    • 4E/W: Telemetry Reduction
    • B7: Discharge Paperwork Printing Reduction
    Bright Ideas
    • Radiology: Improved Transport
    • Engineering: Weekly “Safety Topic” Sessions
    • Food Service: Gluten-Free Menu Options
    • Bannasch: Food Ambassador
    • EVS: Partnering with units on standard
    customer service language
    • Pharmacy: Additional Sentri 7 Rules
    • Security: Staffing to Zones
    “Lean is a system that says there is no limit to people’s
    creativity. People do not come here to “work” they
    come here to “think.”
    - Taiichi Ohno

    ®
    Thank You!

    Sheena M. Butts
    sheena.butts@mylrh.org
    863-838-4113

    You might also like