Control Charts see 9 were used to monitor results and to sustain the change d

Control charts see 9 were used to monitor results and

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Control Charts (see 9) were used to monitor results and to sustain the change. d. Steps: As noted, Lean can employ a variety of methods. The details and sequence of how it is used it will depend on the particular issues to be addressed. Lean projects to improve a particular function or to address a particular problem should follow a PDSA cycle (Plan, Do, Study, Act) as described in Section 33. The components of Lean are often described as a hierarchy built up from a base as in the figure below. 25. Lean Daily Management a. Definition: It is crucial that Lean improvements be sustained. Having an ongoing Lean Daily Management System (LDMS), which generally consists of routine huddles (short meetings to share current status, critical priorities and plans), assures consistency, teamwork and the cultural change that often accompanies the operational changes. LDMS usually includes visual status displays available during the huddle (see Performance Board) and frequent contact between supervisors and staff regarding resolving problems and ascertaining status. It should be clear to members of management that their responsibility includes running their area as well as improving it.
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Page 44 Draft 5. 5.2016 Lean Daily Management involves determining current issues and fixing them immediately - with the team. Thus collaboration, promptness and continuing improvement are necessary. Each member is fully responsible for the team’s success. b. Literature: Jackson, Thomas L. Implementing a lean management system. Productivity press, 1996. Barnas, Kim. "ThedaCare's business performance system: sustaining continuous daily improvement through hospital management in a lean environment." Joint Commission Journal on Quality and Patient Safety 37.9 (2011): 387-399. Hagedorn, Brittany. Lean Daily Management: A Tool for Engagement and Cultural Change, Hospital Financial Management Association Online Newsletter, June 17, 2013 Berlanga, Jerry. Lean Daily Management for Healthcare Field Book, Productivity Press, 2016. c. Example: A facility has improved its function through the use of QI tools but needs to be sure that the change is sustained. A LDMS assures that improvements remain by keeping the necessary individuals involved and also is there to make ongoing improvements. By its focused and brief time requirements this support will be ongoing. Some hospitals have found daily stand-up departmental meetings at the start of each day helpful. d. Steps: Like other improvements the addition of an LDMS can be implemented in an organized way such as PDSA (See Section 28) where it is planned, tested and modified as necessary.
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Page 45 Draft 5. 5.2016 26. Maturity Model a. Definition: A study of the capability of an organization ’s ability to change and improve through the use of methods such as those discussed in this handbook. Some organizations are more developed and able to understand and implement changes. The Maturity Model identifies levels through which an organization can develop or mature. This view helps efforts regarding quality improvement to better understand what is possible and what path is necessary.
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