White - Lean daily management for healthcare: A strategic guide to implementing lean for hospital leaders

Lean Daily Management for Healthcare

A Strategic Guide to Implementing Lean for Hospital Leaders

Lean Daily Management for Healthcare

A Strategic Guide to Implementing Lean for Hospital Leaders

Brad White

CRC Press

Taylor & Francis Group

6000 Broken Sound Parkway NW, Suite 300

Boca Raton, FL 33487-2742

2016 by Brad White

CRC Press is an imprint of Taylor & Francis Group, an Informa business

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Printed on acid-free paper

Version Date: 20160414

International Standard Book Number-13: 978-1-4987-5898-7 (Paperback)

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Library of Congress Cataloging-in-Publication Data

Names: White, Brad (Bradley Steven), 1980- , author.

Title: Lean daily management for healthcare : a strategic guide to implementing lean for hospital leaders / Brad White.

Description: Boca Raton, FL : CRC Press, 2016.

Identifiers: LCCN 2015050131 | ISBN 9781498758987 (pbk.)

Subjects: | MESH: Health Facility Administration--methods | Health Services Administration | Efficiency, Organizational | Total Quality Management

Classification: LCC RA971 | NLM WX 155 | DDC 362.1068--dc23

LC record available at http://lccn.loc.gov/2015050131

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To nurses everywhere. The future of healthcare is, and always has been, in your hands. As such, the future is bright.

Contents

Building a thriving Lean program that delivers results, improves the culture, and sustains its gains is no easy feat. There are a plethora of consultants selling tools and workshops that promise much, yet deliver little. Lean tools are paraded as the answer, yet each is taught as a stand-alone solution rather than an integrated approach to fundamentally improving how care is delivered.

The goal of this book is to cut through the clutter and noise that have been generated by Lean, Six Sigma, and other process improvement gurus. You do not need more tools, more programs, or more workshops to improve your hospital. What you need is a simple, consistent approach to manage problem-solving.

This approach is Lean Daily Management. With consistent rounding, a few whiteboards, pen-and-paper data, and a focused effort on working the plandostudyact cycle, you can build a common problem-solving bench strength throughout your organization. Once this is done, your people will be ready to use the more complex tools, workshops, and kaizen events because the larger framework on which all future improvements can be hung will have been built.

It is a management system that breaks down barriers among the frontline staff, directors, and the administrator team and empowers the frontline staff to take the lead on problem-solving by providing the training and tools with which they can identify and solve their own problems.

The mechanics of Lean Daily Management focus on the problem-solving boards. Here, metrics are tracked, data are gathered, root-cause analysis is performed, and reports are given on daily morning rounds. These morning rounds enable the administrative team to engage in problem-solving with frontline staff in their individual departments and then return to the administration board to recap a realistic vision of the current status of the hospital.

This book is intended to act as a guide, a road map, of how to roll out a Lean Daily Management system from start to finish. The book is split into three parts: (1) preparation, (2) implementation, and (3) production, each covering in greater detail how to apply what you have learned. For those who are brave enough to try building this on their own, this book will give you a complete overview of what the finished product should look like and how to get there. For those who choose to bring in outside help, either a consultant or a full-time Lean coach, this book will help you speak the same language and understand where that person is taking the organization. Where he or she departs from this approach will become evident, and he or she will be able to explain why a departure is necessary, as it so often is.

, Preparation, covers the philosophy and thinking behind Lean Daily Management. This part is critical because so much of the implementation of the system will require your leadership to think about their role in the organization differently.

, Implementation, is a nuts-and-bolts guide to building your own program. It covers everything from how to set up a rounding schedule to how to physically assemble the boards. It breaks down the cultural change into distinct, measurable phases with detailed instructions for leadership at all levels of the organization at each phase.

, Production, looks at specific applications for your new management system. Pulling on the experience of dozens of hospitals from throughout the United States, sample approaches are shared on how to improve discharge times, patient satisfaction, clinical quality, and more.

In addition to the material in this book, all the templates for the boards, training material, and instructional packets are available for free download at LeanDailyManagement.com in an easy-to-edit format. My hope is that you take it, use it, improve it, and share it with others.

Prepare for the change to be disruptive. Lean Daily Management is not complementary to your current Lean efforts. It will not mesh seamlessly with your current use of kaizens, A3s, value stream mapping efforts, or project management. The reason is that Lean Daily Management is not the missing piece that will round out your Lean program. Instead, it is the missing foundation that will revolutionize your Lean program. Lean Daily Management is the start of the Lean journey, not the end.