LEAN SCORE Report S -Select PROBLEM STATEMENT : A problem statement has the form: WHAT is wrong WHERE it happened WHEN it occurred TO WHAT EXTENT I KNOW THAT BECAUSE… EVENT OBJECTIVE : Define what metrics will be used to measure success. Hat specific outcome is desired. TEAM MEMBERSHIP : Select 4-8 frontline/interdisciplinary team members E -Evaluate C - Clarify R -Run O - Organize Validate the extent of the problem: •Interview staff/illicit feedback •Watch work (Go & See) •Root cause analysis- used to identify and prioritize all possible causes for the problem. Keep asking “why?” •Ask the 5 Why’s •Gather pertinent data: may include value stream amp, process map, pareto graph, spaghetti diagram, flow chart, layout diagram. Organize/ list activities to be completed before the RUN Pictures of Action Item Lists 5 S Before and After pictures if applicable List of improvements to be trialed. May include pictures of developed schedules, forms, etc to be trialed. Proposed Future State Process Map to be trialed. Event objectives achieved through : Future work includes : describe how you will sustain the process. i.e. audit schedule, monthly data evaluation, etc. Include data and graphs depicting selected metrics from before and after the process change. Refer to example completed LEAN SCORE report
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LEAN SCORE Report S-Select PROBLEM STATEMENT: A problem statement has the form: WHAT is wrong WHERE it happened WHEN it occurred TO WHAT EXTENT I KNOW.
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LEAN SCORE Report
S-SelectPROBLEM STATEMENT:
A problem statement has the form:
WHAT is wrong
WHERE it happened
WHEN it occurred
TO WHAT EXTENT
I KNOW THAT BECAUSE…
EVENT OBJECTIVE:
Define what metrics will be used to measure success.
Hat specific outcome is desired.
TEAM MEMBERSHIP:
Select 4-8 frontline/interdisciplinary team members
E-EvaluateE-Evaluate C-Clarify C-Clarify
R-RunR-Run
O-Organize O-Organize
Validate the extent of the problem:•Interview staff/illicit feedback•Watch work (Go & See)•Root cause analysis- used to identify and prioritize all possible causes for the problem. Keep asking “why?”•Ask the 5 Why’s•Gather pertinent data: may include value stream amp, process map, pareto graph, spaghetti diagram, flow chart, layout diagram.
Organize/ list activities to be completed before the RUNPictures of Action Item Lists5 S Before and After pictures if applicable
List of improvements to be trialed.May include pictures of developed schedules, forms, etc to be trialed.Proposed Future State Process Map to be trialed.
Event objectives achieved through:
Future work includes: describe how you will sustain the process.i.e. audit schedule, monthly data evaluation, etc.
Include data and graphs depicting selected metrics from before and after the process change.
Refer to example completed LEAN SCORE report
GNCH LEAN LAB Project # 3 – “As the Tube Turns”
S -Select
PROBLEM STATEMENT: Currently there exists a large amount of variation in the time a blood sample is receipted in the lab to when it is resulted after being analyzed.
EVENT OBJECTIVE: Improve (R-R) receipt to result time for Lytes/EP, Hgb, PT & Troponin for NU 42,51,54 & ED patients
CT 30-55 min CT 7-13 min CT 65-125 min) CT 2-5 min CT 2-5 min CT 10 min CT 1 min CT 1min CT 15 min CT 1 min
Priority and Stat blood samples for inpatients are mixed with Routine samples until they reach the MSR bench.
Layout
AREA OF IMPROVEMENT
O-OrganizeO-Organize
E-EvaluateE-Evaluate
Removal of 32 SOP binders
Reorganization of special bench & supplies
Reorganization of Blood Bank bench
Creation of U shaped cell design for data ‘A’ bench
Removal of 32 SOP binders
Reorganization of special bench & supplies
Reorganization of Blood Bank bench
Creation of U shaped cell design for data ‘A’ bench
Currently, lab staff have undefined orundesignated roles and responsibilities for handling & delivering blood samples to the centrifuges and/or testing benches.
Currently, lab staff have undefined orundesignated roles and responsibilities for handling & delivering blood samples to the centrifuges and/or testing benches.
5S5S
FLOW IMPROVEMENTSCreated a ‘SPIN’ bench- improved internal flowStat spin moved to Chem bench- reduced lead time for (+)TroponinsVisual cue- centrifuges visible by MLT’sDeveloped roles and responsibilities for blood sample handling- decreased motion
FLOW IMPROVEMENTSCreated a ‘SPIN’ bench- improved internal flowStat spin moved to Chem bench- reduced lead time for (+)TroponinsVisual cue- centrifuges visible by MLT’sDeveloped roles and responsibilities for blood sample handling- decreased motion
Event objectives achieved through: Developed SOP’s. Improved (R-R) time for specific NU. Improved specimen flow to the core lab. Visual cues and organization of cell groups improved lab flow.
Future work includes: Monitor process to ensure changes in work flow are built into daily work, maintained and sustained. Evaluate ongoing data.
Event objectives achieved through: Developed SOP’s. Improved (R-R) time for specific NU. Improved specimen flow to the core lab. Visual cues and organization of cell groups improved lab flow.
Future work includes: Monitor process to ensure changes in work flow are built into daily work, maintained and sustained. Evaluate ongoing data.