lean hospitals

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Lean Hospitals

Author : Mark Graban
ISBN : 9781439870440
Genre : Medical
File Size : 72. 53 MB
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Healthcare leaders around the world are facing tough challenges, including the need to deliver better value for patients and payers, which means improving quality while reducing cost. It might seem impossible to do both, but organizations around the world are proving it's possible, through Lean. Health systems are able to enhance all dimensions of patient care, including both safety and service, while creating more engaging and less frustrating workplaces for healthcare professionals and staff... all leading to improved long-term financial performance. Building on the success of the first two editions of this Shingo Prize-Winning book, Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement, Third Edition explains how to use the Lean philosophy and management system to improve safety, quality, access, and morale while reducing costs. Lean healthcare expert Mark Graban examines the challenges facing today’s health systems, including rising costs, falling reimbursement rates or budget constraints, employee retention, and harm to patients. The new edition of this international bestseller (translated into eight languages) begins with an overview of Lean methods and mindsets. It explains how engaging staff and leaders in Lean practices such as value stream mapping and process observation can help reduce wasted motion for caregivers, prevent delays for patients, and improve the long-term health of your organization. In addition to a new introduction from John Toussaint, this updated edition includes: New and updated material on identifying waste, A3 problem solving, employee idea management, kanban for materials management, and strategy deployment New case studies and examples—including a new 5S case study (Franciscan St. Francis Health) and other case examples highlighting the challenges and successes of an academic medical center and a small urgent access hospital, featuring quotes and stories from executives New examples and updated data throughout, including revised chapters on patient safety and patient flow challenges and the improvements driven by Lean Detailing the mindsets and methods needed for a successful transition to a Lean culture, the book provides the understanding of Lean practices—including value stream mapping, standardized work, error proofing, root cause problem solving, and daily improvement processes—needed to reduce common hospital errors and improve performance in other dimensions. The balanced approach outlined in this book will guide you through the process of improving the quality of care and service while reducing costs in your hospital. *The Lean Certification and Oversight Appeals committee has approved Lean Hospitals as recommended reading for those in pursuit of Lean Bronze Certification from SME, AME, Shingo Prize, and ASQ

Lean Hospitals

Author : Mark Graban
ISBN : 9781420084993
Genre : Medical
File Size : 30. 10 MB
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Winner of a 2009 Shingo Research and Professional Publication Prize Drawing on his years of working with hospitals, Mark Graban explains why and how Lean can be used to improve safety, quality, and efficiency in a healthcare setting. After highlighting the benefits of Lean methods for patients, employees, physicians, and the hospital itself, he explains how Lean manufacturing staples such as Value Stream Mapping and process observation can help hospital personnel identify and eliminate waste in their own processes — effectively preventing delays for patients, reducing wasted motion for caregivers, and improving the quality of care. Additionally, Graban describes how Standardized Work and error-proofing can prevent common hospital errors and details root cause problem-solving and daily improvement processes that can engage all personnel in systemic improvement. A unique guide for healthcare professionals, Lean Hospitals clearly elaborates the steps they can take to begin the proactive process of Lean implementation. The book has an accompanying website with more information. Mark Graban was quoted in a July 2010 New York Times article about lean hospitals. *Given the increase in candidates from the health services sector, the Lean Certification and Oversight Appeals committee has approved Lean Hospitals by Mark Graban as recommended reading in pursuit of the Lean Bronze Certification exam. Mark Graban speaks about his book on the CRC Press YouTube channel.

Lean Hospitals 3rd Edition

Author : Mark Graban
ISBN : OCLC:1103575966
Genre : Health
File Size : 80. 1 MB
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Organizations around the world are using Lean to redesign care and improve processes in a way that achieves and sustains meaningful results for patients, staff, physicians, and health systems. Lean Hospitals, Third Edition explains how to use the Lean methodology and mindsets to improve safety, quality, access, and morale while reducing costs, increasing capacity, and strengthening the long-term bottom line. This updated edition of a Shingo Research Award recipient begins with an overview of Lean methods. It explains how Lean practices can help reduce various frustrations for caregivers, prevent delays and harm for patients, and improve the long-term health of your organization. The second edition of this book presented new material on identifying waste, A3 problem solving, engaging employees in continuous improvement, and strategy deployment. This third edition adds new sections on structured Lean problem solving methods (including Toyota Kata), Lean Design, and other topics. Additional examples, case studies, and explanations are also included throughout the book. Mark Graban is also the co-author, with Joe Swartz, of the book Healthcare Kaizen: Engaging Frontline Staff in Sustainable Continuous Improvements, which is also a Shingo Research Award recipient. Mark and Joe also wrote The Executive's Guide to Healthcare Kaizen.

Lean Management In Hospitals Principles And Key Factors For Successful Implementation

Author : Verena Lindenau-Stockfisch
ISBN : 9783863410186
Genre : Business & Economics
File Size : 81. 15 MB
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The healthcare system of today’s westernised civilisation holds a paradox: on the one hand, hospitals equipped with state-of-the-art-technology and well-educated staff working under best hygienic conditions is regarded standard. On the other hand, our healthcare system is ailing and cutbacks in capital spending, wages and personnel appear on the agenda. Accordingly, a more sophisticated approach that helps hospitals to work efficiently and effectively is needed. Among quality management tools, Lean is one suitable methodology that can help healthcare organisations out of the dilemma. Originally, Lean is a management methodology that goes back to production processes with the main aim to increase output by reducing input. The lean philosophy has its origin in the Japanese manufacturing industry and is strongly bound to the Toyota Production System (TPS). In hospitals, Lean is ideally based on three main pillars: process optimisation, patient-oriented management as well as engaging and leading employees. The first chapter of the book deals with the main principles and tools of Lean to give readers an overview about the basic ideas of this management philosophy. The understanding for waste and wasteful activities will be enhanced and tools such as Kanban, Kaizen and Value Stream Mapping, that are helpful for identification and elimination of waste, will be introduced. Furthermore, new terms and concepts such as Lean Sigma, telemedicine and e-health are examined. For Lean to tap its full potential, human aspects must be considered likewise. One of the most important aspects in hospitals is the successful management of patients. The second chapter concentrates on factors that positively influence the bottom line in a hospital. Thus, patient satisfaction, strategic alliances in the healthcare environment and hospital marketing are of main focus since all these aspects are considered value-adding steps that help to increase service quality and to streamline processes in hospitals. Additionally, effective lean management concentrates on successful leading and engaging employees. Lean management does not happen on its own: it needs visionary leadership and expert knowledge. Lean management calls for a reflected interaction with employees. Hence, the third chapter deals with employee satisfaction and motivation and how this contributes to a sound and proper basis for smooth implementation of lean processes. Implemented correctly, the Lean message is 100% positive because it can indeed create a win-win-win-situation: for the health care institution, the end users - above all patients - and medical staff. But a philosophical issue has to be incorporated into the DNA of the organisation to produce sustainable changes with resulting advantages.

Lean Led Hospital Design

Author : Naida Grunden
ISBN : 9781466558359
Genre : Business & Economics
File Size : 50. 66 MB
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Instead of building new hospitals that import old systems and problems, the time has come to reexamine many of our ideas about what a hospital should be. Can a building foster continuous improvement? How can we design it to be flexible and useful well into the future? How can we do more with less?Winner of a 2013 Shingo Prize for Operational Excell

Three Studies On Lean Implementation In U S Hospitals

Author : Huilan Zhang
ISBN : OCLC:1077769021
Genre : Hospital care
File Size : 48. 97 MB
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The United States spent over $2.75 trillion on health care in 2013, as compared to costs of $714 billion in 1990, and $253 billion in 1980. Despite having the most expensive healthcare system in the world, the United States ranks last or near last among 11 developed countries on dimensions of quality, efficiency, and access to care, according to a Commonwealth Fund Report (Davis et al., 2014). It is imperative that the healthcare industry pursues strategies to control costs, improve quality, and enhance efficiency. In more than a decade, lean thinking has been implemented by an increasing number of hospitals in the United States. Lean thinking implementation initiatives tend to be driven by the need to reduce costs, and to improve quality and efficiency (Brandao de Souza, 2009; Radnor et al., 2012). Anecdotal evidence shows that lean thinking has been successful in some U.S. hospitals (e.g. Virginia Mason, ThedaCare, Johns Hopkins, and Mayo Clinic). However, it is noted that lean is still in an early stage of development and has not been effectively implemented by a large number of healthcare organizations (Brandao de Souza; Min 2014). This doctoral dissertation is motivated by challenges facing the healthcare industry and the low degree of lean implementation in healthcare industry. The dissertation consists of three independent manuscripts on lean implementation in U.S. hospitals. Manuscript one empirically investigates the characteristics of hospitals that are implementing lean thinking and the performance consequences of lean implementation. Using a panel data set of lean hospitals across the United States and performing two-stage analysis, I find that lean thinking implementation is significantly associated with competition, resource availability and outsourcing. Moreover, there is strong evidence that the association between lean implementation and nonfinancial performance is a function of the "match" between lean implementation and hospital's characteristics. With respect to financial performance, I find weak support for hypothesis that the relationship between lean implementation and current financial performance is contingent on hospital characteristics. Manuscript two addresses a research gap in the accounting literature by empirically investigating the relationship between board composition and healthcare outcomes in lean hospitals. Using a cross-sectional sample from U.S. short-term, general, acute care hospitals, I find that compared to hospitals with lean implementation in some departments, hospitals with lean implementation across hospitals are likely to have higher patient satisfaction, and higher quality of care in terms of Pneumonia and Stroke. In regard to board independence, I find a positive but not statistically significant relationship between degree of board independence and patient satisfaction / quality of care. Moreover, in regard to physician involvement on the board, I find that lean hospitals with physician on the board are likely to have higher patient satisfaction, and higher quality of care in terms of Heart Failure and Pneumonia. Manuscript three applies a unique two-stage probit least squares (2PSLS) approach (Maddala, 1983) to examine the relationship between lean implementation and managerial ability. Using a panel data set from U.S. short-term, general, acute care hospitals from 2000 to 2015, I find a simultaneous relationship between lean implementation and managerial ability. I further quantify the simultaneity bias by comparing the 2PSLS regression results to those results under a unidirectional approach. I find that the estimation under a unidirectional approach substantially underestimates the effect of lean implementation on managerial ability, as well as the reverse direction effect.

Lean Six Sigma For Hospitals Simple Steps To Fast Affordable And Flawless Healthcare

Author : Jay Arthur
ISBN : 9780071753265
Genre : Medical
File Size : 45. 13 MB
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DELIVER FASTER, BETTER, AND CHEAPER HEALTHCARE IN AS FEW AS FIVE DAYS 4 STAR DOODY'S REVIEW! "The main purpose is to present simple steps to help hospitals start getting faster, better, and cheaper in five days or less while achieving the goal of fast, affordable, and flawless healthcare. Healthcare has many opportunities for improvement and the use of Lean Six Sigma concepts can make a dramatic impact. This book provides the basic information to do that."--Doody's Review Service Lean Six Sigma for Hospitals: Simple Steps to Fast, Affordable, Flawless Healthcare explains how to use tested Lean Six Sigma methods and tools to rapidly improve hospital operations and quality of care and reduce costs. These proven strategies follow the patient from the front door of the hospital or emergency room all the way through discharge, examining key aspects of patient flow and quality. The trail of billing and collections is also followed to discover and eliminate cash flow leaks. This practical guide emphasizes both the clinical and operational sides to reduce the "three demons of quality"--delay, defects, and deviation. Real-world case studies from major hospitals illustrate successful implementations of Lean Six Sigma. Coverage Includes: Achieving a faster, better hospital in five days--emergency department, door-to-balloon time, operating room, medical imaging, lab, nursing unit, clinical staff, pharmacy, order accuracy, diagnosis, ICU Lean for accelerated patient flow Reducing medical errors with Six Sigma Creating a more profitable hospital in five days by reducing denied, rejected, and appealed claims Six Sigma for hospitals Excel power tools for Lean Six Sigma Identifying improvement projects through data mining and analysis Sustaining improvement using control charts Laser-focused process innovation Statistical tools for Lean Six Sigma Implementing Lean Six Sigma

Kaizen Workshops For Lean Healthcare

Author : Thomas L. Jackson
ISBN : 9781439841556
Genre : Medical
File Size : 20. 33 MB
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Part of the Lean Tools for Healthcare series, this user-friendly book will help to improve your understanding of kaizen. It describes exactly what a kaizen event is and details all the phases necessary for implementing continuous improvement practices in your healthcare organization. Kaizen Workshops for Lean Healthcare walks you through the steps of conducting an effective kaizen workshop—one that is well planned, well implemented, and well monitored. The information is presented in an easy-to-assimilate format. Numerous illustrations reinforce the text and margin assists call your attention to key terms, healthcare examples, and how-to steps. Throughout the book, you will be asked to reflect on questions that will help you apply the concepts and techniques in your own workplace. Defining the key concepts and elements of the "production" of healthcare services, the text delineates the differences between healthcare processes and the individual cycles of work that those processes link together. It also: Provides foundational information on kaizen and kaizen workshops—defining the key roles for success Explains exactly how to plan and prepare Presents examples of how to present workshop results and how to follow up Includes a concise summary of kaizen workshop steps Supplies a list of additional resources for learning more about the different kinds of improvement methodologies you might want to implement in your kaizen workshops If your healthcare organization fully applies the steps detailed in this book, it will gain much more than the knowledge of how to conduct a workshop. Through kaizen, you will empower your employees to make positive change a reality. And incrementally, kaizen workshops will become more than isolated events—they will become the way all work is done in your organization.

Lean Hospital Assessment Systems

Author : Yannick Berner
ISBN : OCLC:1091374446
Genre :
File Size : 77. 12 MB
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The ever-increasing cost pressure and shortage of qualified staff in many Swiss hospitals has led to the introduction of the concept of Lean Hospital in many of their wards. The aim of Lean Hospital is to eliminate non-value-adding activities and to make more efficient use of existing resources. This raises the question of how to measure the success of such lean initiatives. Because only what is measured can be managed. This paper examines the current status quo of lean assessment systems as a controlling instrument and presents a holistic measurement model, which is based on a system of indicators with indexation. This system is embedded in four context areas essential for lean management and is divided into the three impact areas health, care, and profit. This provides the necessary framework conditions and order for the key performance indicator system and ensures that the system has a holistic approach. By means of an expert survey, the most important lean goals and indicators were determined. This paper should provide a realistic use for the practice partners on the basis of the application example represented at the end.

Lean Behavioral Health

Author : Joseph P. Merlino
ISBN : 9780199989546
Genre : Medical
File Size : 60. 87 MB
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Lean Behavioral Health: The Kings County Hospital Story is the first lean book that focuses entirely on behavioral health. Using the principles of the Toyota Production System, or lean, the contributors in this groundbreaking volume share their experience in transforming a major safety net public hospital after a tragic and internationally publicized event. As the largest municipal hospital system in the United States, the New York City Health & Hospitals Corporation adopted lean as the transformational approach for all of its hospitals and clinics. Kings County Hospital Center, one of the largest providers of behavioral health care in the country, continues on its transformational journey utilizing lean's techniques. While not every event was fully successful, most were and every event, including failures, increased the knowledge base about how to continually improve quality and safety. Having made major changes, Kings County Hospital Center is now recognized as a center for transformation and quality receiving high marks from oversight agencies. This volume begins by describing the basic principles of the lean approach-adding value, eliminating waste, and tapping the organization's line staff to create and sustain dramatic change. An overview of the use of lean from a quality improvement perspective follows. Lean tools are applied to many services that comprise the behavioral health value stream and these stories are highlighted. The experts in identifying waste and adding value are the line staff whose voices are captured in the clinical chapters. Insights learned by event participants are emphasized as teaching points to provide context for what has worked or has not worked at Kings County Hospital Center. While the burning platform at Kings County Hospital Center was white hot and while the Department of Justice scrutinized its quality of patient care, the application of lean methods and tools has transformed the hospital into a potential model for behavioral health programs facing the challenges of the present healthcare environment. It is a must-have story for clinicians, administrators and other leaders in the mental health field devoted to improving quality and safety at their hospitals and clinics.

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