...Lean Thinking in Health Care Lakeshia R. Dingle Grand Canyon University: HCA-240 May 14, 2016 Lean Thinking in Health Care “Health care is big business that has a major impact on our nation’s economy” (GCU Lecture 1). It is one that is highly regulated by both federal and state level governments as well as that of accrediting agencies. Lean Thinking In the 1950s Toyota came up with the idea of lean thinking which is a set of functioning ideas and techniques that helps generate the greatest importance for individuals by decreasing waste and delays” (Feeney, 2015). The purpose of this systematic approach was to change the establishments thought process and value, which would eventually lead to the conversion of the establishment culture and behavior over a period of time. It put emphasis on the consideration of the client’s needs, staff participation and constant enhancement. It may be used as a means of “identifying and eliminating “non-value add” actions and activities to decrease “waste” and afford enhanced organization performance and volume” (Feeney, 2015). For-Profit versus Non-Profit Organizations Will there be differences between how for-profit organizations (versus nonprofit organizations) are impacted? Lean thinking is all about providing the correct items to the correct location, at the correct time, in the exact numbers, while being flexible and open to change and minimizing waste. The key principle is to generate an increment of value with less waste...
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...LEAN THINKING CHANGES THE FOCUS OF MANAGEMENT New way of Thinking and Acting for an Entire Organization Boeing "Everett Plant" Case Study Boeing Everett Plant, Largest Building in the World LEAN THINKING CHANGES THE FOCUS OF MANAGEMENT Way of Thinking and Acting for an Entire Organization "Definition, Purpose, Process, People" Introduction The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much...
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...Plug Factory Lean Project HU3 Group Team Members: Abdias de Paiva Alessandra Saito Caio Ferreira Felipe Saraiva Peleteiro Francisco Oliveira Gabriel Schreinert Tatiane Borchers Yuji Fugii November 2015 Summary Introduction 3 Current State Map 4 Spaghetti Diagram 7 7 Cycle Analysis of each process step 9 Standard Work Sequence 11 Current State Work Balance Chart 12 Future State Map 13 Future State Work Balance Chart 13 Demonstration of 5S Implementation 13 Kanban Implementation 14 Results 14 Reference List 16 Introduction According to Womack, lean thinking is a way to do more with less, less human effort, less equipment, less time, and less space, while coming closer to the customer’s expectance. Lean also provides a way to make work more satisfying by providing feedbacks on efforts to convert waste into value. In this work, an initial process of plug assembly was analyzed and a lead time of 11 minutes and 30 seconds was identified, with 80% of defective product. A rectification is required for this organization stay in business. The customers requires plugs without defects, and a Takt time of 10 Secs and lead time of 60 Secs with max WIP level of at each station of 1. In order to achieve this goal, a team was formed to improve the plug assembly process, using tools of lean thinking, such as, Standard Work, 5S and Kanban implementation. This report will pass through all steps to overcome those challenges, explaining the team approach...
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...ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps TOWARDS AN INTEGRATION OF THE LEAN ENTERPRISE SYSTEM, TOTAL QUALITY MANAGEMENT, SIX SIGMA AND RELATED + ENTERPRISE PROCESS IMPROVEMENT METHODS Kirkor Bozdogan # Center for Technology, Policy and Industrial Development, Massachusetts Institute of Technology, Cambridge, MA USA 02139 August 5, 2010 Key Words: Lean manufacturing; just-in-time-production (JIT); Toyota Production System (TPS); lean enterprise system; total quality management (TQM); six sigma; lean six sigma; theory of constraints (TOC); agile manufacturing; business process reengineering (BPR); enterprise change and transformation; evidence-based management practices Abstract: The lean enterprise system, total quality management, six sigma...
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...An NHS Confederation leading edge report Lean thinking for the NHS Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK A report commissioned by the NHS Confederation The voice of NHS leadership The NHS Confederation brings together the organisations that make up the modern NHS across the UK. We help our members deliver better health and healthcare by: • influencing policy and the wider public debate on the full range of health and health service issues • supporting health leaders through information sharing and networking • working for employers to improve the working lives of staff and, through them, to provide better care for patients. For more information on our work, please contact: NHS Confederation 29 Bressenden Place London SW1E 5DD Tel 020 7074 3200 Fax 020 7074 3201 Email enquiries@nhsconfed.org www.nhsconfed.org Disclaimer All views and opinions in this publication are those of the author and are not the authorised views or opinions of the NHS Confederation. The NHS Confederation shall not be liable for any indirect, special, consequential, or incidental damages or defamation arising from any views, opinions or information contained within this publication. Registered Charity no. 1090329 Published by the NHS Confederation © NHS Confederation 2006 ISBN 1 85947 127 7 Ref: BOK 56701 Acknowledgements This report was written by: Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK with David Ben-Tovim, Flinders Medical Centre, Australia David...
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...Operational Effectiveness and Efficiency via Lean Thinking Robert Moyler California Miramar University December 18, 2013 Abstract The purpose of this study is to explore the lean thinking system across operational processes of organizations. This paper hopes to examine lean thinking methods and some alternative approaches to discovering the most effective process and best practices for efficiency across multiple layers of any organization as it transforms raw materials into a finished product. In addition, this paper will explore how senior level executives can deploy lean thinking systems across its operations and internal processes to drive end profits and increase margins for an organization. Through articles, research, and evaluating previous studies to define and determine the best lean thinking to produce a strong value oriented product or service that produces positive financial results. This in turn, will create an effective yet efficient atmosphere that is all encompassing benefiting the organization, consumers, and the environment in which the organization is apart of. Operational Effectiveness and Efficiency via Lean Thinking Introduction Due to turbulent economic times and stronger competitive forces in the market place, it has become increasingly harder for firms or organizations to operate effectively and efficiently in the era we live in today. For this reason, this paper weighs heavily on lean thinking systems to arrive at effective and efficient...
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...Lean Management In Automobile Industry Lean Management In Automobile Industry Arvinder Singh, Bargavi Poloju, Inderpreet Kaur, Inderjeet Kaur, Jaskaran Singh Gill Eastern Institute of Technology September 10, 2015 Abstract Lean and six sigma are widely known business improvement processes for industries /organisations these days for achieving drastic results, which are majorly cost cutting, quality maintenance and time management by specializing in processes to boost performance. Nowadays, There are some industries that are even integrating lean and six sigma into a more cohesive strategy i.e., lean sigma in order to establish even more powerful and effective process which focuses at eliminating wasteful activities and retaining most of the strengths of each activity. Lean Sigma aims to combine waste eliminating strategies of Lean Thinking with variability reducing techniques of six sigma to promote growth and increase revenue from the bottom line of organisations(M. Kumara). Lean management is outlined as a consistent and a methodical approach to determining and eliminating waste through continuous improvement, flowing the merchandise at the pull of the client in pursuit of perfection. The idea of lean management was developed for maximizing the resource utilization through reduction of waste, and eventually lean was developed in response to the unsteady and ever-competitive business organisations. For organisations to face major challenges and competition can be...
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...LEAN MANUFACTURING Lean manufacturing is a management philosophy focusing on reduction of the seven wastes to improve overall customer value: • Over-production • Transportation • Inventory • Motion • Waiting time • Processing Itself • Defective Product (Scrap in manufactured products or any type of business.) By eliminating waste (muda), quality is improved, production time and costs are reduced. To solve the problem of waste, Lean Manufacturing has several "tools" at its disposal. These include constant process analysis (kaizen), "pull" production (by means of kanban) and mistake- proofing (poka-yoke). Key lean manufacturing principles include: • Pull processing: products are pulled from the consumer end (demand), not pushed from the production end (Supply) • Perfect first-time quality - quest for zero defects, revealing & solving problems at the source • Waste minimization – eliminating all activities that do not add value & safety nets, maximize use of scarce resources (capital, people and land) • Continuous improvement – reducing costs, improving quality, increasing productivity and information sharing • Flexibility – producing different mixes or greater diversity of products quickly, without sacrificing efficiency at lower volumes of production • Building and maintaining a long term relationship with suppliers through collaborative risk sharing, cost sharing and information sharing arrangements. Lean is...
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...Assembly Automation Emerald Article: Fundamental mindset that drives improvements towards lean production Yuji Yamamoto, Monica Bellgran Article information: To cite this document: Yuji Yamamoto, Monica Bellgran, (2010),"Fundamental mindset that drives improvements towards lean production", Assembly Automation, Vol. 30 Iss: 2 pp. 124 - 130 Permanent link to this document: http://dx.doi.org/10.1108/01445151011029754 Downloaded on: 01-12-2012 References: This document contains references to 13 other documents Citations: This document has been cited by 4 other documents To copy this document: permissions@emeraldinsight.com Access to this document was granted through an Emerald subscription provided by JOMO KENYATTA UNIVERSITY OF AGRICULTURE A TECHNOLOGY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner...
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...SCHOOL OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational excellence. Different organizational factors which have importance in the implementation process, are thoroughly examined. Key success factors that enhance the implementation process are identified - human resource practices, management style, organizational strategic vision, organizational culture, external partnerships. The research outlines the challenges that companies experience when they change their business model towards implementing a new to the company management system – Lean concept. For better understanding of the term the paper suggests definitions from the authors acknowledged in the field. Part of the research considers some critical points that impede the implementation of Lean. The conclusions are drawn upon considering lean as a complete business system, which change the way organization thinks in striving for a competitive advantage. Keywords: lean implementation, lean enterprise, Lean, challenges, process improvement 3 Table of Contents: Introduction...
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...the questions presented here.) The Written Exam will start at 9:00 AM and will finish at 12:00 AM You will be allowed to bring in the classroom only a pen and a pencil / rubber and nothing else (no phone, NO pc Nor any other electronic device) the oral exam will start at 12:30 Up to 3 points will be given at the oral exam where we will review the answer given at the written exam and if needed we will choose other questions taken from the pool in order to probe the knowledge gained. The oral exam usually last 15 minutes per candidate. up to 2 points will be assigned by the teacher based on the presence and participation during the entire course. Slides and PDF Books (for your personal reference and interest only) are available on iCorsi. Lean Six Sigma Paolo Rossetti – 2014 – Page 1 of 12 POOLs of QUESTIONS 01 - Six Sigma in a Nutshell 1. 2. 3. 4. 5. 6. 7. 8. 9. What is quality? How Gavin defines quality using different “dimensions”? State and comment the 8 dimensions of quality. Which is the Six Sigma definition of quality? What does CTQ stands for? What types of CTQ exists? Which are the sources of variability in a product? How can variability be expressed in statistical terms? How Edward Deming contributed to the Quality discipline? What are the lesson learned from Deming? [Essay] What does PDCA stands for in Deming’s approach? What is ISO9000? Which is the focus of Six Sigma? 10. Which is the difference between DMAIC and DfSS / DMADV? 11. What are the principles of...
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...LSS lean Six Sigma Abstract Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value – This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning. Keywords Lean production, Six sigma Paper type Literature review 1. Introduction The Toyota Production System (TPS) provided the basis for what is now known as lean thinking, as popularised by Womack and Jones (1996). The development of this approach to manufacturing began shortly after...
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...CASE STUDY OF PARTNERING IN LEAN CONSTRUCTION Per Erik Eriksson Management and Business Administration, Luleå University of Technology ABSTRACT Lean construction is a relatively immature literature field in need of unbiased theoretical reasoning and case studies in order to investigate how lean thinking can be applied in a construction project context. The purpose of this paper is to increase the understanding of how various measures of lean thinking can be implemented in a construction project and how these measures work. In order to enhance unbiased theoretical reasoning a frame of reference is first developed through a literature review of peer-reviewed journal articles. The empirical part of the research utilises a lean construction pilot project as a case study. Empirical data was mainly collected through a series of three questionnaire surveys, responded by project participants that were involved in the lean implementation effort (approximately 30 responses) and three follow-up workshops in which the key individuals from all partner companies participated (15-20 individuals). The author of this paper functioned as a facilitator and action researcher, responsible for the design and analysis of the surveys and for planning and facilitating the workshops. Document studies and interviews of twelve project participants were also conducted in order to increase the richness of the case study data. The empirical results show that many of the lean related measures identified in...
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...There is considerable interest to apply the principles of Lean Manufacturing in the Service Industry – sometimes called Lean Services. The motivation comes from the fact that the Toyota Production System – also known as Lean Manufacturing – has been very successful in transforming manufacturing. The popular thought is that those same lean principles that has transformed manufacturing could do the same for services. I have applied the principles of Lean Manufacturing in both services and manufacturing and I’ve learned the subtle difference in both contexts and also how one might apply lean to one versus the other. What is unwise is the blind copying of the tools of lean manufacturing, thinking that they will work in services. The fact is that manufacturing and services are very different. Let me attempt to highlight how a service business is different from a manufacturing business. Service Business Manufacturing Business simultaneous production and consumption (co-creation between producer and consumer) consumption and production at different stages many critical aspects are intangible many critical aspects are tangible concept of inventory may not be material, but can be virtual such as requests and, in healthcare, patients waiting for service can be considered a type of inventory usually has inventory and buffers considerable variability in service delivery some variation open universe in variety of service cases closed set in variety in product manufacturing ...
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...current issue and full text archive of this journal is available at www.emeraldinsight.com/0144-3577.htm IJOPM 24,10 Learning to evolve A review of contemporary lean thinking Peter Hines, Matthias Holweg and Nick Rich Lean Enterprise Research Centre, Cardiff Business School, Cardiff, UK Keywords Lean production, Learning organizations Abstract The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high-volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research. 994 International Journal of Operations...
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