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Contents List of Illustrations xi Preface xiii Acknowledgements xviii Introduction xix Chapter 1 Lean Principles A History of Lean and the Toyota Production System Categorizing Operations Working vs. Adding Value Becoming Lean Prerequisite to Launching the Lean Initiative Chapter 2 Time for Action The need for change Preparing for the Lean transformation Project selection The Decision to Hire a Consultant The Transformation Process Chapter 3 A Lean Road Map Know your destination Strategy Deployment The Value Stream Develop a work plan Create flow Standard work User-friendliness Unobstructed throughput Proceed with caution Lean organizational roles Chapter 4 Value Stream Mapping Value Stream Mapping Defined Definitions Takt Time Cycle Time Flow Push Pull Changeover Time VSM Symbols Drawing a Map of the Current State Drawing the Future State Map The Value Stream Work Plan Conclusion Chapter 5 Standard Work Definitions Work Sequence SWIP Curtain Step 1. Evaluating the current situation Standard Work Sheet Time Observation Sheet Combination Sheet Percent Load Chart Step 2. Identifying areas of opportunity Step 3. Modifying the existing process Brainstorming Andon Five Whys Leveling Step 4. Substantiating & Enumerating Improvements Step 5. Standardizing Conclusion Chapter 6 5S The First S - Seiri - Organize - Sort Red Tag Strategy The Second S - Seiton - Orderliness - Straighten Kanban Visual Controls The Third S - Seiso - Cleanliness - Scrub The Fourth S - Seiketsu - Standardize - Stabilize The Fifth S - Shitsuki - Discipline - Sustain Keys to Success with 5S Chapter 7 Mistake Proofing Define the Mistake or Defect Red Flags Root Cause Analysis Cause & Effect Diagram Generating Ideas Affinity Diagram Prioritization Matrix Developing the Device or Method Mistake Proofing Worksheet Chapter 8 Quick Changeover What is Changeover Time Process for Changeover Analysis Preparation Time Loading and Unloading Time Alignment and Adjustment Time Securing time Conclusion Chapter 9 Six Sigma Six Sigma Rationale Six Sigma Statistical Definition Six Sigma the Methodology Define Measure Analyze Improve Control Chapter 10 Conducting a Lean Event Event Planning Scope Dates Event Objectives Selecting a Team Leader Organizing the Team Process Information Current Situation and Problems Kicking-off the Lean Event Conducting the Event The Final Presentation Chapter 11 IV Admixtire Lean Event Yale New Haven Hospital Pharmacy Department - IV Admixture Lean Event The Team The Problem Statement Evaluate the Current Situation Calculating Takt Time Identify Areas of Opportunity Modify the Existing Process Substantiate and Enumerate Improvements Implement Standard Work Summary Chapter 12 Becoming Lean Service and Product Groups A Lean Mentality A Never Ending Journey Impetus to Engage Glossary of Terms Bibliography Appendix: Outpatient Blood Draw Example for Value Stream Mapping Index
Library of Congress Subject Headings for this publication:
Health services administration.
Delivery of Health Care -- organization & administration.
Health Care Reform -- methods.