Applying Lean Toyota Production System Methods to Improving Health Care Systems
- Presenter:
Mon June 5, 2006 9:30-10:45 Room Alumni Lounge
Rationale: While health care has seen strides in technology and pharmaceutical development, there has been little change in the processes of health care provision in the last 30 years. There are significant redundancies in the processes of care, numerous patient hand-offs between health care providers and a “silo mentality’ in care provision. Although many health care processes resemble “assembly-line like processes” health care systems have not widely utilized the knowledge of other industries in improving efficiencies, quality, customer satisfaction and workforce development.
Objectives: To identify the usefulness in applying Lean Toyota Production System principles and techniques to improving efficiency, effectiveness and quality in health care systems.
Methodology: Through case study analysis, “real” health care system processes are mapped to identify current and operationally agreed upon future state process activities, distinguishing between value added and non-value added activities. The implemented future state process and related improvements (efficiency, effectiveness and quality) are evaluated, including follow-up for improvement sustainability. The primary lean principles and tools that are used to create the current and future state include value stream mapping, standard work and elimination of the eight wastes (underutilized people, waiting, inventory, transport, defects, motion, overproduction, excess processing). The approach to improvement implementation will be the use of Kaizen (continuous improvement) through Rapid Improvement Event weeks (five day work week cycles) and selected operational teams that are involved in the particular process (including upstream and downstream).
Results: The use of Lean Toyota Production System principles and techniques are readily adapted to health care systems. The degree to which health care systems, patients and providers could benefit through becoming “lean” are significant. Through the elimination of waste, improvements in quality of care, patient safety and satisfaction (both patient and workforce) will follow. The primary challenge in implementing Lean Toyota Production System principles in health care is convincing individual health care providers that their participation in eliminating waste and standardizing processes are of benefit to their individual work processes and outcomes.
Conclusion: With ever increasing health care costs and continued concerns for patient safety, quality of care, patient satisfaction and workforce shortages, health care systems are of need of major transformation. The application of Lean Toyota Production Systems is one approach to viewing health care systems through “new eyes”. Health care systems have much to learn from other industries surviving and thriving in competitive markets.
