Dr. D.L. Divers (2010), Director of the Hoffman Heart and Vascular Institute, lectured on the service period for the ST-segment elevation myocardial infarction (STEMI) procedure. During his study, he adopted Lean processes, which provided new improved outcomes for the life-saving procedure. Developed Lean strategies decrease the time for patients who arrived at the medical facility suffering from this grave illness. Set core measurements stressed the importance of meeting the American College of Cardiology and American Heart Association guidelines that stated the procedure should not exceed 90 minutes from the time of arrival (Gross et. al, 2007). The study examined data provided on incidents, which received service within the 90-minute set standard, by medical professions. . This essay recognizes the different approaches for planning and the implementing of new processes for meeting or exceeding national standards when using kaizen, Lean principles. In addition, Dr. Divers (2010) research, examined various facilities, patient service time to compare possible factors when receiving care for this lifesaving procedure. Lastly, he recognizes the collaborative efforts required to obtain success from quality system prospective. Authors, Hummer and Daccarett, provide guidance for operational improvement when seeking to improve patient care (2009). The goal is to achieve reality with minimal waist for the organization. One popular tool used in Lean, encourages the use of the "5 W's" approach. The approach requires the question, "Why" to be asked 5 times, forcing a deeper examination of the issue and closer connection to the ultimate root of the problem (Womack & Jones, 1996). High-quality process systems also take into account the workp... ... middle of paper ... ...p://search.proquest.com/docview/792946812?accountid=7162 Ng, D., M.D., Vail, Gord,M.D., M.Sc, Thomas, S., M.D., & Schmidt, N., R.N. (2010). Applying the lean principles of the toyota production system to reduce wait times in the e emergency department. CJEM : Journal of the Canadian Association of Emergency Physicians, 12 (1), 50-7. Retrieved from https://spcezproxy.alamo.edu:443/login? url=http://search.proquest.com/docview/195792424?accountid=7162 Paulus, R. A., Davis, K., & Steele, G. D. (2008). Continuous innovation in health care: Implications of the geisinger experience. Health Affairs, 27(5), 1235-45. Retrieved from https://spcezproxy.alamo.edu:443/login? url=http://search.proquest.com/docview/204515427?accountid=7162 Womack, J.P., & Jones, D.T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York: Simon and Schuster
The paper starts with basic description on Lean Thinking, Toyota way and quality measurements like six sigma. They describes Lean as Lean is commonly understood to be a waste reduction methodology wherever processes square measure examined for seven specific wastes, and also the wastes are for good far from the method. Then they start the real topic of paper using this lean thinking in a donuts company. In this case the company is facing a serious issue in maintaining its service in the peak business hours. The paper explains the total flow of the operations that take place at backend
Wynn, D., Kaufman, M., Montalban, X., Vollmer, T., Simon, J., Elkins, J., I Rose, J. W. (2010).
The lean principles respond to changing customer desires and also provide high quality, low cost and faster throughput times. Lean principles eliminate waste along entire value streams thus creating processes that require less human investment, time and effort to come up with products and services at far less costs and with much fewer defects compared with conventional business systems.[1]
Khenzi, N., Hutton, D. N., Garber, A. M., Hupert, N., & Owens, D. K. (2009).
Vest, J.R., & Gamm, L.D., (2009) A critical review of the research literature on Six Sigma, Lean and StuderGroup's Hardwiring Excellence in the United States: the need to demonstrate and communicate the effectiveness of transformation strategies in healthcare. Implement Sci. 2009 Jul 1;4:35.
Segal, E. A., Cimino, A. N., Gerdes, K. E., Harmon, J. K., & Wagaman, M. (2013). A
Wood, W. M., Karvonen, M., Test, D. W., Browder, D., & Algozzine, B. (2004). Promoting
... Medicine. 3rd ed. Vol.3. Detroit: Gale, 2006.2139-2141. Gale Virtual Reference Library. Web. 3 Apr. 2014.
To understand the expenses and resource use, GAH will aim to keep accurate financial and operational information, which would include cost accounting systems for clinical service lines. The major objective for this core competence will be to ensure that the healthcare organization will have the capability to analyze the operational information to reduce the drivers of unnecessary costs by embracing improvement methodologies, for instance, Lean Six Sigma and thus increase value and efficiency, improve productivity and reduce
Whelan, R., Conrod, P. J., Poline, J., Lourdusamy, A., Banaschewski, T., Barker, G. J, Bellgrove, M. A.,
Timpano, K. R., Keough, M. E., Mahaffey, B., Schmidt, N. B., & Abramowitz, J. (2010).
Hill, T.F., & Nabors, L.A., & Reynolds, M.W., & Wallace, J., & Weist, M.D. (2001). The
Businesses in the US, just as Toyota Company has done for decades, utilizes Lean management to reduce costs, reduce lead times, increase market shares, develop new products, improve quality of existing products and human resources (Emiliana, 2006). Importantly, Toyota has brought with the publication of their internal document in 2001, awareness to the “respect for people” principle, which has long been an unrecognized and misunderstood aspect of the Toyota Productions system or Lean management as practiced outside of Toyota Company (Emiliana, 2006). In order to precisely follow the Lean management objectives, a company must acknowledge and practice both principles, rather than just the first principle, “continuous improvement,” as it is the second principle that can limit the amount of improvement that can be achieved (Emiliana, 2006). Also worth noting, is that, although top executives today see the adoption of Lean management as critical, this topic is seldom seen in undergraduate and graduate business degree programs (Emiliana, 2006). When the application of both principles of Lean management takes place, this leads to the elimination of waste, called “muda” in Japanese (Emiliana, 2006). “Waste is defined as: activities and behaviors that add cost but do not add value as perceived by end-use customers,” with eight
Firms that adopt Kaizen approach train and reward workers to continually search for waste and to suggest how it might be eliminated – the group consensus.
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.