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Will You Add? - Measuring Lean Results In Healthcare
In the wake of most catastrophes, the media often concentrates on tragic personal stories: lost life, lost homes, lost belongings, lost pets. But what about lost businesses? Medical facilities, law offices, corporate and government organizations—none are immune to the costly effects of flood, fires or hurricanes. Patient histories, client, vendor and employee files, financial records, contracts… Businesses depend on the reliability and accuracy of these accumulated records. How
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch s
I was slowed down when my computer crashed and I had no data, no address book and not even my passwords to get back online. I didn’t think I was doing anything remarkable by bouncing back to productivity even with this handicap for a week. But from the feedback I’ve had from more than a few people, it seems paralysis would have been the acceptable common option.Yes, I got slowed down, but nothing critical was lost and no appointments missed. Why? Internal reserves, resources
The answer is, 'it applies perfectly'.
But giving an answer like that does not (and should not) convince all healthcare providers to blindly accept Lean and charge forward in the process transformation.
It took a few very courageous and visionary leaders to step forward and attempt applications within their environments - even if they were still a little (or a lot) skeptical.
Within a matter of a few weeks, the skepticism faded and the results began to appear. It works! And who would have believed that in a scientific profession there would be such a vast amount of opportunity to remove 'non-value' or waste.
The 'non-value' activities were not the people trying to do something wrong. In fact, the people were just working at trying to provide the best service, both in quality and turnaround time. The barrier was the existing 'system'. It forced them to do things, which actually hindered them from providing their clients with the best service.
Once we applied Lean, and removed the non-value added activities, they found they were able to respond and serve their clients faster and better. In fact, they could respond to more clients while using the same number of people and equipment. The result was higher satisfaction for the patients/clients and for the staff while lowering their costs to provide the service.
While none of these healthcare cases have achieved perfection - their staff have moved closer to it and they have discovered a structured and practical method for attaining the level of service they and their clients desire and expect.
Here are some recent examples of typical results:
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch si
What one thing, if you do it on a regular basis, will have a direct effect on your bottom line? Many business owners find themselves in a cycle of working such long hours, and under such stress, that taking care of themselves is the lowest thing on their list of priorities.Here are 5 reasons why your own health should be taking that #1 spot on your list of things to do for your business and for your life.ENERGY – Each one of you
It took a few very courageous and visionary leaders to step forward and attempt applications within their environments - even if they were still a little (or a lot) skeptical.
Within a matter of a few weeks, the skepticism faded and the results began to appear. It works! And who would have believed that in a scientific profession there would be such a vast amount of opportunity to remove 'non-value' or waste.
The 'non-value' activities were not the people trying to do something wrong. In fact, the people were just working at trying to provide the best service, both in quality and turnaround time. The barrier was the existing 'system'. It forced them to do things, which actually hindered them from providing their clients with the best service.
Once we applied Lean, and removed the non-value added activities, they found they were able to respond and serve their clients faster and better. In fact, they could respond to more clients while using the same number of people and equipment. The result was higher satisfaction for the patients/clients and for the staff while lowering their costs to provide the service.
While none of these healthcare cases have achieved perfection - their staff have moved closer to it and they have discovered a structured and practical method for attaining the level of service they and their clients desire and expect.
Here are some recent examples of typical results:
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch s
A Conveyor Belt is the material carrying part of the handling system. Generally speaking, it is looped endlessly over rollers and two terminal pulleys that rotate and move the belt along. The belt could be of any length that is required for a particular application. The Conveyor Belt that moves phosphate from the mines in Western Sahara to the coast is over sixty miles long!Conveyor Belts can be broadly divided into fabric/steel reinforced belts and wire mesh belts. The choi
The 'non-value' activities were not the people trying to do something wrong. In fact, the people were just working at trying to provide the best service, both in quality and turnaround time. The barrier was the existing 'system'. It forced them to do things, which actually hindered them from providing their clients with the best service.
Once we applied Lean, and removed the non-value added activities, they found they were able to respond and serve their clients faster and better. In fact, they could respond to more clients while using the same number of people and equipment. The result was higher satisfaction for the patients/clients and for the staff while lowering their costs to provide the service.
While none of these healthcare cases have achieved perfection - their staff have moved closer to it and they have discovered a structured and practical method for attaining the level of service they and their clients desire and expect.
Here are some recent examples of typical results:
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch s
The most valuable tools to promote your home business are free. Yes, they are completely, totally free. Blogging and article marketing are the most important things you can do for your online business opportunity. You can use blogging and article marketing to promote any niche that you want.You can sign up for a free blog online and start posting entries. This blog will then have its own address where people will be able to view the information you post. If you set this
While none of these healthcare cases have achieved perfection - their staff have moved closer to it and they have discovered a structured and practical method for attaining the level of service they and their clients desire and expect.
Here are some recent examples of typical results:
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch s
Farming has the potential of being a rewarding career choice. Notwithstanding, in order to execute a successful farm, there are many things to consider. First, start among because the cost. There are both fixed costs, such as machinery and variable overhead, such as the process of machinery (oil, fuel etc.). With unchangeable costs are superior during the early years. Another consideration is what type of farm you want to run. The three primary types of farms are dairy, potatoes
MRI processing time
20% increase in patients per day
Elimination of entire processing areas
Processing done in one lab instead of two without any new equipment expenditures.
Waiting Times
Found that techs in x-ray areas were waiting for up to 30% of their time, now they can use their time more efficiently and service the patient faster.
Overtime
Eliminated overtime by reducing the batch sizes and creating flow.
Lead-Time
Reduced lead-time for test results from 8 hours to 2-3 hours by decreasing batches and eliminating waste.
Motion
Delivery personnel were spending most of their time walking (up to 50%) to deliver specimens. A new schedule significantly reduced motion waste.
Equipment Uptime
Improved equipment uptime - On average 3 pieces of equipment down per week. Now through the use of TPM, they haven't had any down time in 8 weeks.
Space Savings
Using 5S, one lab freed up enough space to add three more needed stations without increasing existing floor space.
Processing Improvement
One area doubled their processing volume with marginal increase in staff and has sustained it for the last 6 months.
Rework Elimination
Originally 66% rework - now virtually none.
These results are proof that Lean works in Healthcare and are motivating Lean Advisors Inc. (LEAD)® to focus their energies towards teaching and implementing Lean with the goal to transform the Healthcare sector. We are adapting the technical concepts and changing the existing culture throughout the organizations we work with in order for them to provide better and faster care while improving the quality and decreasing the cost of providing that service.
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