14. Journey to a Lean Enterprise
“Life is Good” Stage
Years 5 & Beyond
Company-wide engagement –
everywhere, all the time
Support needed only for
audits, bandwidth gaps,
continued learning
• Daily kaizen is the norm
• “Action now” dominates
• Most processes are
stabilized with minimal waste
and output variation
“Settling In” Stage
Years 3 & 4
Greater staff engagement –
reduced need for formal
Kaizen Events
Light support from
seasoned improvement
professionals
• Demonstrating learned
competencies
• Process owners manage
performance
• Becoming more proactive
“Disruption” Stage
Years 1 & 2
Small percentage of staff
engaged – project-based
Heavy support from
seasoned improvement
professionals
• Sensei-dominated
• Much mentoring & learning
• Heavy use of Kaizen Events
• Many issues to be resolved
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18. Customer-Defined Value
Value-Adding (VA) - any operation or
activity your external customers value
and are (or would be) willing to pay for.
Non-Value-Adding (NVA) - any operation
or activity that consumes time and/or
resources but does not add value to the
product (good or service) the customer
receives.
Necessary – support processes, regulatory
requirements, etc.
Unnecessary – everything else - WASTE
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19. Work Effort as Defined by the
External Customer
Unnecessary Non-value
adding
Necessary Non-valueadding
Value-adding
32. Future State Implementation Plan
Value Stream Outpatient Imaging
Implementation Plan Review Dates
Executive Sponsor Allen Ward
11/1/2007
Value Stream Champion Sally McKinsey
11/21/2007
Value Stream Mapping Facilitator Dave Parks
12/13/2007
Date Created 10/18/2007
Block
#
2
Goal / Objective
Improve quality of referral
Improvement Activity
Type
KE
Implement standard work for referral
process
Owner
Sean O'Ryan
PROJ
1/10/2008
Implementation Schedule (weeks)
2 3 4 5 6 7 8 9 10 11 12
Dianne
Prichard
3, 4
Reduce lead time beween schedulingand
Cross-train and colocate work teams
preregistration steps
5, 6
Eliminate the need for two patient checkins
Collect copays in Imaging
KE
Michael
O'Shea
6
Eliminate bottleneck in waiting area
Balance work / level demand
KE
Dianne
Prichard
9
Eliminate lead time associated with
transcription step
Implement voice recognition technology
PROJ
Sam Parks
10
Eliminate batched reading
Reduce setup required
KE
Sam Parks
7
Reduce inventory costs, regulatory risk
and storage needs
5S CT supplies area; implement kanban
KE
Michael
O'Shea
12
Reduce delay in report delivery
Implement additional fax ports
PROJ
Martha Allen
12
Reduce delay in report delivery
Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)
KE
1
Martha Allen
Approvals
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
Date
Complete
43. Lean Transformation vs. “Lean Lite”
Lean Transformation
“Lean Lite”
Full leadership engagement &
development
1 or 2 leaders leading the way
Improvement heavily strategic;
closely tied to business goals
“Random acts of kaizen”
Full adoption of the Lean philosophy Selective use of the tools
Dedicated internal resources
Shared resources
Significant investment in skill
development
Expected to “figure it out”
Heavy use of external support for
first 1-2 years
Internal resources only
Holistic approach to improvement
Silo’d thinking & behaving
Frontlines heavily engaged in the
improvement process
Improvement resources or
leadership drive improvement
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50. Upcoming Webinars
Topic
Kanban Pull Systems
Work Standardization & MetricsBased Process Mapping
Error-Proofing
Kaizen Events – Part I
Kaizen Events – Part II
A3 Problem-Solving – Part I
A3 Problem-Solving – Part II
Date
Tuesday, July 20
Tuesday, August 10
Thursday, August 12
Tuesday, August 31
Thursday, September 2
Tuesday, September 28
Thursday, September 30
Register at www.ksmartin.com/webinars
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