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You are here > Home > Reading Lists > Quality Improvement, Outcomes & Customer Service > Leveraging Lean in Healthcare: Transforming Your Enterprise into a High Quality Patient Care Delivery System Leveraging Lean in Healthcare: Transforming Your Enterprise into a High Quality Patient Care Delivery System  Charles Protzman; George Mayzell; Joyce Kerpchar  Softcover: 402 pages ISBN 143981385X  9781439813850 CRC Press / Productivity Press December 2010 (click the button below for the very best available price) Features Includes case studies of actual lean implementation and the tools they used Provides a how-to guide for implementing lean in hospitals Describes in detail the tools of lean and six sigma methodologies Promotes measurable results with improvements in quality and efficiency Describes the tangible and intangible aspects and challenges surround ROIs Expanding on the concepts and tools of lean hospitals and coupling these ideas with the principles of sigma six, this book presents a "how-to" guide to true efficiency in hospitals. Beginning with an overview and description of lean tools, such as Toyota and Gilbreth and Taylor, it demonstrates lean implementation at every level of a hospital including the ED, OR, Radiology, and Cath Lab. The contents include: 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 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 Selected Bibliography Customer Satisfaction; 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 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 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 Understanding and Utilizing the Malcolm Baldrige National Quality Program Epilogue Selected Bibliography Index The authors discuss traditional methods, typical problems, and a value stream map for each area and provide actionable blueprints, case studies, and lessons learned to facilitate the duplication of lean improvements. 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