TypeOnline Course
DateOct 31, 2021 - Nov 29, 2021
Student Enrolled5
Certificate100% of quiz marks
Optimizing Your Business with Lean

Section 1: Simple Steps to a More Agile Hospital

With all the hoopla about healthcare reform, there’s one huge missing piece—healthcare is going to have to get dramatically faster, better, and cheaper to help pay for the changes. Each of the nation’s 5,700+ hospitals must find ways to cut millions of dollars in unnecessary costs over the next decade. This may sound difficult considering that half of all hospitals lose money. Most hospitals exist on a 4 to 5 percent margin. But Lean can help hospitals start getting faster, better, and cheaper in just a few days.

One of the key principles of Lean thinking is to eliminate delays that consume up to 95 percent of the total cycle time (57 minutes per hour). If you’ve ever been a patient in a hospital emergency room (ER) or nursing unit bed, you know that there are lots of delays. Over the years, healthcare has made tremendous strides in reducing cycle time in various aspects of care. Outpatient surgeries are one example: Arrive in the morning, and leave in the afternoon. No bed required. But there is still lots of room for improvement.

Goal: Accelerate the Patient’s Experience of Healthcare

In any given “factory,” there are two kinds of time: work time during a process when actual work is occurring and elapsed time—the total time a process takes (work time plus any time spent on handoffs, waiting, batches, backlog, and so on).

– Ken Miller

Over the last decade, I’ve consulted with many hospitals on all kinds of projects. Perhaps the most powerful tool that can be applied immediately to start slashing cycle times, medical mistakes, and cost is Lean. And it doesn’t have to take weeks, months, or years. With the right focus and the right people in the room, it only takes a few days to find ways to speed up any healthcare process, which, in turn, will reduce errors and boost profits.

Every hospital seems to have the same problem: patient flow. This shows up in many ways:

Patient dissatisfaction and physician dissatisfaction

Emergency Department (ED) divert hours (ambulances diverted because of overcrowding), patient boarding in the ED, LWOBS (leaving without being seen), and four-hour turnaround times

Operating room (OR) delays, cancellations, and long turnaround times

Imaging delays, long turnaround times

Lab delays, long turnaround times

Bed management delays

Late discharges

Long patient lengths of stay (LOSs)

Lost revenue

What one element is critical to both patient flow and satisfaction?

Time—patient wait time leading to poor turnaround times and poor patient outcomes. Patient wait times are non-value-added (NVA). This non-value-added wait time is “baked into” existing procedures and facility design, but that doesn’t mean that it can’t be changed.

Healthcare delivery often involves complex processes that have evolved over time and that are neither patient-focused nor clinician-friendly. When systems do not work well, healthcare workers resort to creating “workarounds,” adding additional layers of “patches” and “fixes” to poorly functioning systems.

– Christopher S. Kim, M.D.

Section 1Section 1: Simple Steps to a Faster Medical Practice
Lecture 1Section 1: A Faster Emergency Department in Five Days
Lecture 2Faster Door-to-Balloon (D2B or DTB) Time in Five Days
Lecture 3A Faster Operating Room in Five Days
Lecture 4Faster Medical Imaging in Five Days
Lecture 5A Faster Lab in Five Days
Lecture 6A Faster Nursing Unit in Five Days
Lecture 7The Problem Isn’t Where You Think It Is
Lecture 8Take the Domino’s Challenge
Lecture 9How to Get A Faster Hospital in Five Days
Section 2Section 2: Lean for Accelerated Patient Flow Overview
Lecture 10Lean for Accelerated Patient Flow Overview
Lecture 11Mind the Gap
Lecture 12Value-Stream Mapping
Lecture 13If They Can do it in Botswana...
Lecture 14The Fast Eat the Slow
Lecture 15Core Score
Lecture 16Speed Saves Lives
Lecture 17You Already Understand Lean
Lecture 18The Power Laws of Speed
Lecture 19Economies of Speed
Lecture 20The Toyota Production System
Lecture 21Core Ideas of Lean
Lecture 22The Lean Mindset
Lecture 23The Seven Speed Bumps of Lean
Lecture 24The Five S’s
Lecture 25Value-Stream Mapping
Lecture 26Pull Versus Push
Lecture 27Redesign for One-Piece Flow
Lecture 28Lean Tools
Lecture 29Walking is Waste
Lecture 30Lean Principle—Load Leveling
Lecture 31Lean Principle—Minimize Inventory
Lecture 32Theory of Constraints (TOC)
Lecture 33Get the Idea?
Section 3Section 3: Simple Steps to a Better Hospital
Lecture 34Section 3: Simple Steps to a Better Hospital
Lecture 35A Better Emergency Department (ED) in Five Days
Lecture 36A Better Clinical Staff in Five Days
Lecture 37A Better Operating Room (or) in Five Days
Lecture 38A Better Pharmacy
Lecture 39Better Order Accuracy in Five Days
Lecture 40Define
Lecture 41Measure
Lecture 42Analysis
Lecture 43Better Medical Imaging in Five Days
Lecture 44A Better Lab in Five Days
Lecture 45A Better Nursing Unit in Five Days
Lecture 46Better Diagnoses
Lecture 47A Better Intensive-Care Unit (ICU) in Five Days
Lecture 48Misuse of Antibiotics
Lecture 49Bar Codes Bust Medication Errors
Lecture 50The Problem Isn’t Where You Think It Is
Lecture 51I Pledge Allegiance to Science and Evidence
Lecture 52Simple Steps to A Better Hospital in Five Days
Section 4Section 4: Reducing Defects with Six Sigma
Lecture 53Section 4: Reducing Defects with Six Sigma
Lecture 54Invisible Low-Hanging Fruit
Lecture 55Six Sigma’s Problem-Solving Process
Lecture 56Getting to Lean Six Sigma
Lecture 57Key Tools for Defect Reduction
Lecture 58Problem-Solving Process

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