95 black & white illustrations, 1 black & white tables
Table Of Contents
Getting Started The Purpose of This Book What This Book Is Based On Two Ways to Use This Book How to Get the Most Out of Your Reading Becoming Familiar with This Book Becoming Familiar with Each Chapter How a Reading Strategy Works Using the Margin Assists An Overview of the Contents The Production Processes and Operations of Healthcare The Industrial Origins of Lean Healthcare Production, Process, and Operation Standards and Beyond What Is a Standard? Characteristics of Standards Sources and Types of Standards Standards and Standard Work versus Best Practice What Is Standardization? What Is Standard Work? Lean Healthcare Methods = Standard Processes and Reliable Methods Standard Work is a Prerequisite of Lean Healthcare Standard Work Drives Further ImprovementStandard Work and Evidence-Based Practice Evidence-Based Practice A Culture of Continuous Improvement The Benefits of Standardization and Standard Work For the Organization For Patients For Clinicians and Support Staff Standardization The Path to Reliable Methods Types of In-House Standards 100 Percent Adherence to Reliable Methods Communicating In-House Policies and Standards Often Manuals Are Not Designed for the User Revisions Are Unsystematic Information Is Inconsistent with Lean Healthcare Methods What to Include in Standards Documentation Technical and Process Standards Sheets Equipment Manuals The Value of User-Friendly Standards Creating and Maintaining Improvements to Standards How Do You Create Standards and Standard Operations? Stages of Standards Improvement A Review of the Process Analysis Tools Standard Work Standard Task Standard Work Sequence Standard Time Takt Time Cycle Time Wait Time Lead Time Standard Work-in-Process (SWIP) Inventory Standard Work Documentation Five Steps to Standard Work Step One: Conduct a Running Time Observation Step Two: Create a Standard Work Sheet Step Three: Percent Load Chart Step Four: Create a Standard Work Combination Sheet Step Five: Standard Work Instruction Sheet Ten Guidelines for Maintaining and Improving Standard Work Summary Reflections Applications of Standardization and Standard Work Applications of Standardization New Employee Training Evaluating Improvement Ideas Applications of Standard Work Managing Healthcare Service Production Processes Patient Safety Hourly Rounding Satisfied Employees Reflection and Conclusions Reflecting on What You Have Learned Applying What You Have Learned Possibilities for Applying What You Have Learned Implementing Standardization and Standard Work in Your Organization Your Personal Action Plan Opportunities for Further Learning Conclusions Appendix: Further Reading about the 5S System Further Reading about Lean Healthcare Useful Websites Each chapter concludes with a Summary & Reflections
Rona Consulting Group & Productivity Press Thomas L. Jackson, Editor Thomas L. Jackson, JD, MBA, PhD, is the former CEO of Productivity, Inc., and Productivity Press, and a member of the influential Ford Lean Advisory Group. Tom has been a student of lean enterprise since 1988, when he copyedited Hiroyuki Hirano's JIT Factory Revolution for Productivity Press and reworked two chapters of Yasuhiro Monden's groundbreaking Japanese Management Accounting. Looking at pictures of Japanese factories and reading about how differently the Japanese count their money, Tom became so fanatical about lean that he left his comfortable position as a professor of business at the University of Vermont to start his own lean consulting company-in Malaysia! There, he learned that the powerful techniques of lean enterprise- JIT, SMED, TPM, and kanban-were only half of the story of Toyota's great success. The other half of the story was hoshin kanri (a.k.a. the balanced scorecard ) and a revolution in the structure of modern business organization. In 2005, Tom started applying Toyota's operational and management methods in healthcare in a small rural clinic in Seward, Alaska. In 2008, Tom decided to trade his Levi's Dockers for a pair of black scrubs and joined Mike Rona, former president of Seattle's Virginia Mason Medical Center, as a partner in the Rona Consulting Group, where he and Mike are transforming healthcare and pursuing perfection. In 2007, Tom was awarded a Shingo Prize for his book, Hoshin Kanri for the Lean Enterprise. In 2009, Tom was appointed Clinical Associate Professor in the Department of Health Services of the University of Washington's School of Public Health.