How to Use Lean to Get More Out of Your Laboratory Processes. Rachel Ware Industrial Engineer

Transcription

1 How to Use Lean to Get More Out of Your Laboratory Processes Rachel Ware Industrial Engineer

2 Objectives Understand the basics of Lean Explain how to use Lean in healthcare Know the steps to take to lean their own processes

3 Agenda History of Lean Lean tools Example

4 What is Lean? Henry Ford developed the assembly line in Revolutionized manufacturing. Exact replicas of all items came off the assembly line. 4

5 What is Lean? As people wanted more customization to their products, the Ford assembly line began to fall short. Taichii Ohno and Shigeo Shingo developed a flexible model for improving manufacturing called Lean in

6 What is Lean? A way to improve a whole system that focuses on eliminating waste from processes A method for optimizing the flow of information, material, and people An approach that focuses on improving all the processes within a system rather than on optimizing an individual process 6

7 House of Lean Quality Timeliness Just-In-Time Takt Time Pull Flow Cost Jidoka (Act on variances) Poke- Yoke Heijunka (Load leveling) Standard work 5S (continuous improvement) Process Stability Kaizen

8 Lean in Healthcare Easier Better Faster Cheaper

9 Where do I begin? 9

10 Creating the Right Culture Training and Inclusion 10

11 Creating the Right Culture Safety Valued Opinions No Judgement for improvements No fear of punishment for ideas. 11

12 A Common Misconception

13 A Common Misconception A false assumption

14 A Common Misconception A false assumption Action

15 A Common Misconception A false assumption SCARY Action

16 A Common Misconception A false assumption SCARY Action

17 Look at your process from beginning to end Beginning End

18 Look at your process from beginning to end Problem Beginning End

19 Look at your process from beginning to end Problem Beginning End Problem

20 Look at your process from beginning to end Problem Problem Beginning End Problem

21 Look at your process from beginning to end Problem Problem Beginning End Problem

22 Value Stream Mapping

23 Value Stream Mapping

24 Value Stream Mapping

25 What kind of waste is in the process? D O W N T I M E EFECTS VER-PRODUCTION AITING ON-UTILIZED RESOURCES/TALENT RANSPORTATION NVENTORY OVEMENT XCESS PROCESSING

26 Lean Tools Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen 5S System Visual Plant Layout Value Stream Mapping

27 Defects D O W N T I M E Re-runs Mistakes Sample Damage Incorrect Results

28 D O W N T I M E Lean Tools Defects Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen 5S System Visual Plant Layout Value Stream Mapping

29 D O W N T I M E Fixing Defects: Standard Work Steps are ordered differently. Process takes everyone much different times

30 Fixing Defects: Standard Work D O W N T I M E Determine Best Practices AS A TEAM! Don t be afraid to change your processes as new and better ideas arise. Continuous improvement

31 Fixing Defects: Quality at Source D O W N T I M E POKA-YOKE

32 D O W N T I M E Lean Tools Waiting Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen 5S System Visual Plant Layout Value Stream Mapping

33 Stop Waiting: Batch Reduction D O W N T I M E

34 D O W N T I M Stop Waiting: Batch Reduction Samples on Run AM and 4 PM Run Batch sizes E 0 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 8 AM Run PM Run

35 Utilize your Resources/Talent D O W N T I M E Make sure the right person does the right job.

36 Reduce Transportation D O W N T I M E

37 Inventory D O W N T I M E Running out of supplies Running out of reagent Wasting reagent

38 D O W N T I M E Lean Tools Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen 5S System Visual Plant Layout Value Stream Mapping

39 Manage Inventory: Visual D O W N T I M E

40 Reduce Inventory: Use a Pull System D O W N T I M E

41 Lean Tools Motion D O W N T I M Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen E 5S System Visual Plant Layout Value Stream Mapping

42 Spaghetti Diagrams D O W N T I M E

43 Reduce Motion: Point of Use Storage D O W N T I M E

44 Lean Tools Excess Processing D O W N T I M Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Kaizen E 5S System Visual Plant Layout Value Stream Mapping

45 Example: Immunohistochemistry

46 Example: Immunohistochemistry

47 Example: Immunohistochemistry

48 Example: Immunohistochemistry 66% Improvement to Motion Waste

49 Example: Immunohistochemistry

50 Example: Immunohistochemistry 15 min 20X per Day = 5 hours!

51 Example: Immunohistochemistry COURIER

52 Example: Immunohistochemistry

53 Example: Immunohistochemistry VISUAL COURIER

54 Example: Immunohistochemistry

55 Example: Immunohistochemistry VISUAL COURIER

56 Example: Immunohistochemistry

57 Example: Immunohistochemistry

58 Example: Immunohistochemistry

59 Example: Immunohistochemistry

60 Sustain Culture & Inclusion

61 Sustain Begin another lean project

62 Sustain Advertise what you have done.

63 Sustain Advertise what you have done. (It s contagious.)

64 2016 ARUP Laboratories