E-Book, Englisch, 402 Seiten
Protzman / Mayzell, MD / Mayzell Leveraging Lean in Healthcare
1. Auflage 2011
ISBN: 978-1-4398-1386-7
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Transforming Your Enterprise into a High Quality Patient Care Delivery System
E-Book, Englisch, 402 Seiten
ISBN: 978-1-4398-1386-7
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
This practical guide for healthcare executives, managers, and frontline workers, provides the means to transform your enterprise into a High-Quality Patient Care Business Delivery System. Designed for continuous reference, its self-contained chapters are divided into three primary sections:
- Defines what Lean is and includes some interesting history about Lean not found elsewhere.
- Describes and explains the application of each Lean tool and concept organized in their typical order of use.
- Explains how to implement Lean in various healthcare processes—providing examples, case studies, and valuable lessons learned
This book will help to take you out of your comfort zone and provide you with new ways to extend value to your customers. It drives home the importance of the Lean Six Sigma journey. The pursuit of continuous improvement is a journey with no end. Consequently, the opportunities are endless as to what you and your organization can accomplish.
Forty percent of the authors’ profits from this book will be donated to help the homeless through two Baltimore charities.
Praise for the book:
… well-timed and highly informative for those committed to creating deep levels of sustainable change in healthcare.
— Peter B. Angood, MD, FACS, FCCM, Senior Advisor – Patient Safety, in National Quality Forum
… the most practical and healthcare applicable book I have ever read on LEAN thinking and concepts.
— Gary Shorb, CEO, Methodist Le Bonheur Healthcare
. well written. an essential reference in the library of all healthcare leaders interested in performance improvement.
— Lee M. Adler, DO, VP, Quality and Safety Innovation & Research, Florida Hospital, Orlando; Associate Professor, University of Central Florida College of Medicine
… a must read for all Leadership involved in healthcare. … I can see reading this book over and over.
— Brigit Zamora, BSN, RN, CPAN, CAPA, Administrative Nurse Manager, Florida Hospital, Orlando
Zielgruppe
Health care and hospital executives including - CEO and other C-level administrators; Chief of Medical Officer and other clinical quality leaders; hospital departmental leaders including - VP of Process Improvement; VP of Ancillary Services; VP of Quality; VP of Nursing/Chief Nursing Officer; Departmental Directors in Laboratory services; Emergency Department, Pharmacy, Nursing and Inpatient units; Nursing and physician staff.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
The Four Critical Issues in Healthcare
Occurrence of Errors or Mistakes in the Delivery of Treatment
The Recognition of the Uninsured
Cost of Delivery of Healthcare
Doctor’s Fee
Insurance Fee
Medication (Prescription Drugs)
Technology
Hospital Costs
Efficiency
Directions of Improvement in Healthcare
Introduction
Primary Care
Hospital Care
Managed Care
The Mechanics of Change
Typical Participants in a Healthcare Team
Boundary Conditions
Sample Roles and Responsibilities of Team Members
Implementation of the Team
Decision Making
Decision-Making Tools
D
When to Use D
The Whys
IS/IS NOT
Measuring Effectiveness of a Team
Relationships between Internal and External Teams
The Transition of Groups to Teams
Internal Development of the Team
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Ending
Logistical Issues of Teams
To Meet or Not to Meet
Setting Objectives
Selecting Participants
Creating an Agenda
Establishing Meeting Roles and Ground Rules
The Meeting Leader
The Facilitator
The Participants
The Recorder
Ground Rules
Room Setup
Room
Other Considerations
Supplies
Facility Considerations
Starting a Meeting
Establishing Team Strategies and Objectives
Involving all Team Members and Building Team Consensus
Applying Active Listening Skills
Leading a Brainstorming Session
Handling Difficult Situations
Keeping the Meeting on Track
Meeting Minutes
The Effects of Change in Healthcare
What Are We Trying to Accomplish?
How Do We Know Whether the Change Is Indeed an Improvement?
What Are the Changes That Will Result in Expected Improvement?
Testing Changes
Customer Satisfaction
Introduction
The Customer Service Attributes
Approach for Healthcare Service Quality Improvement
Develop Feedback Systems for Customer Service Quality
Implementation
Measurement
The Six Ps and S Model
Considerations in Defining the Customer (Patient) for Healthcare
Developing a Patient Satisfaction Instrument
Preliminary Steps to an Effective Survey
Healthcare Concerns about Customer Satisfaction (CSat)
Insubstantial Theory
Haphazard Execution
Measurement Confiscation
Inappropriate Application
Understanding the Process
Failure Mode and Effect Analysis (FMEA)
Systems Thinking
Poka-yoke (Mistake Proofing/Error Proofing)
Advance Practice Quality Planning (APQP)
Measurement
Project Management
The Process of Project Management
Key Integrative Processes
Project Management and Quality
A Generic Seven-Step Approach to Project Management
Phase 1. Define the Project
Phase 2. Plan the Project
Phase 3. Implement the Plan
Phase 4. Track Progress and Complete the Project
Process Flowchart
Value Process Mapping
Using Six Sigma Methodology for Improvement
Define
Measure
Analyze
Improve
Control
Design for Six Sigma
Define
Characterize
Optimize
Verify
Special Note
Synthesis of Lean Thinking and Six Sigma
Lean Six Sigma Healthcare
Conclusions
Using Lean Methodology for Improvement
Lean Enterprise versus Lean Organization
Applying the Hoshin Method
Lean Is Not a Toolbox It Is a Way of Thinking about Work
Tools Used in Lean
5S
Value Stream Mapping
Construction of a VSM
The Seven VSM Tools
Quick Changeover—SMED Setup Reduction
SMED Example
Theory of Constraints
Kanban
Kaizen
Some Additional Items Concerning Lean
Push versus Pull
A Final Note for the Lean Discussion
Understanding Measurement
Introduction
Level I (System or Hospital)
Level II (Departments)
Level III (Operational Issues)
Monitoring Measurements
Investigative Measurements
Understanding Variation
Primary Care
Understanding the Process
Practice Redesign
Step 1: Select a Registry
Step 2: Identify a Template
Step 3: Protocols (Standardize the System of Care)
Step 4: Self-Management Support (Using Diabetes as a Model)
Patient-Centered Medical Home (PCMH)
Lean Strategy for Primary Care
Facilitate the Project Using Leadership Skills
"Lean" the Practice
Using Lean Six Sigma
Special Note on Measurement
Note 1: Understanding the Customer and the Process
Note 2: Chronic Model
Note 3: Medical Home
Primary Care Example
Concerns and Comments
Secondary Concerns
Immediate Applications for Computer Technology (IT) in Healthcare
Billing and Administration
Electronic Documentation
Patient Care
Health IT Focused on Improving Patient Care
Population (Proactive) Care
Whole-Patient (Planned) Care
Measurement
Change Concepts
Use of Models, Including Models of the Desired Care System and Models of Improvement
Focus on a Practical, Patient-Oriented View of Functionality
and What It Should Be Able to Accomplish
Use of Learning Strategies to Accelerate Progress in Testing and Applying Change Ideas
Specific Change Ideas
Implications for Spread
Data Structures to Support Improvement
Dense Display of Data
Transferability of Data
Customization
Optimal Design of Alerts and Reminders
Designs That Are Patient-Centric (Patient-Controlled)
Personal Health Records (PHRs), Communications,
Home as Hub
Project Selection
The Link between Quality Function Needs and Overall
Strategic Plan
The Link between Strategic Plan and Quality Plan
The Theory of Variation (Common and Special Causes)
The Quality Function Mission Is Very Important in Strategic Planning
Metrics and Goals that Drive Organizational Performance
Resource Requirements to Manage the Quality Function
How Is Robustness Incorporated into Six Sigma and Lean Methodologies?
What Is the Significance of the Project?
What Is the Cost of Poor Quality?
What Is Customer and CTQ Identification?
What Is the Significance of a Data Collection Plan?
Measurement for Projects
What Are Some of the Common Formulas Used in Six Sigma?
Specific Project Expectations of the DMAIC Model for Each Phase
Understanding and Utilizing ISO Standards
Third Accreditation Option for Hospitals: National Integrated
Accreditation for Healthcare Organizations (NIAHO)
Medical Devices
The Certification Process
Understanding and Utilizing the Malcolm Baldrige National Quality Program
Epilogue
Index
Each chapter begins with an Introduction and concludes with a Summary, References, & Selected Bibliography
