How to Use Lean to Get More out of Your Laboratory Processes

How to Use Lean to Get More Out of Your Laboratory Processes

Rachel Ware Industrial Engineer Objectives

• Understand the basics of Lean

• Explain how to use Lean in healthcare

• Know the steps to take to lean their own processes Agenda

History of Lean

Lean tools

Example What is

Lean? • Henry Ford developed the assembly line in 1913.

• Revolutionized manufacturing.

• Exact replicas of all items came off the assembly line.

4 What is • As people wanted more Lean? customization to their products, the Ford assembly line began to fall short.

• Taichii Ohno and Shigeo Shingo developed a flexible model for improving manufacturing called Lean in 1949.

5 What is • A way to improve a whole system that focuses on eliminating waste Lean? from processes

• A method for optimizing the flow of information, material, and people

• An approach that focuses on improving all the processes within a system rather than on optimizing an individual process

6 House of Lean

Quality

Timeliness Cost

Just-In-Time Jidoka (Act on variances)

Takt Time Poke- Pull Flow Yoke

Heijunka Standard (Load leveling) work

5S (continuous improvement) Kaizen Process Stability Lean in Healthcare

Easier Better Faster Cheaper Where do I begin?

9 Creating the Right Culture

Training and Inclusion

10 Creating the Right Culture Safety • Valued Opinions • No Judgement for improvements • No fear of punishment for ideas.

11 A Common Misconception A Common Misconception

A false assumption A Common Misconception

A false Action assumption A Common Misconception

A false Action assumption SCARY A Common Misconception

A false Action assumption SCARY Look at your process from beginning to end

Beginning End Look at your process from beginning to end

Problem

Beginning End Look at your process from beginning to end

Problem

Beginning End

Problem Look at your process from beginning to end

Problem Problem

Beginning End

Problem Look at your process from beginning to end

Problem Problem

Beginning End

Problem Value Stream Mapping Value Stream Mapping Value Stream Mapping What kind of waste is in the process?

D EFECTS O VER-PRODUCTION W AITING N ON-UTILIZED RESOURCES/TALENT T RANSPORTATION I NVENTORY M OVEMENT E XCESS PROCESSING Lean Tools

Continuous Improvement

Pull/Kanban Cellular/Flow TPM

Quality at Source POUS Quick Changeover

Standardized Work Batch Reduction Kaizen Value 5S System Visual Plant Layout Stream Mapping Defects D O Re-runs W N Mistakes T I Sample Damage M E Incorrect Results Lean Tools | Defects D O

W Continuous Improvement N Pull/Kanban Cellular/Flow TPM T I Quality at Source POUS Quick Changeover M Standardized Work Batch Reduction Kaizen E Value 5S System Visual Plant Layout Stream Mapping Fixing Defects: Standard Work D O Process takes W everyone much N different Steps are times T ordered I differently. M E Fixing Defects: Standard Work D Determine Best Practices AS A TEAM! O W N T I M E

Don’t be afraid to change your processes as new and better ideas arise. • Continuous improvement Fixing Defects: Quality at Source D O W POKA-YOKE N T I M E Lean Tools | Waiting D O

90 O 8 AM and 4 PM Run Batch sizes 80

W 70 N 60 50

T 40

30 I Samples on Run M 20 10

0 E Sunday Monday Tuesday Wednesday Thursday Friday Saturday 8 AM Run 39 0 0 50 51 53 51 4 PM Run 13 35 50 51 17 20 18 Utilize your Resources/Talent D O W N T I M E Make sure the right person does the right job. Reduce Transportation D O W N T I M E Inventory D O W Running out of supplies N T Running out of reagent I M E Wasting reagent Lean Tools D O

W Continuous Improvement N Pull/Kanban Cellular/Flow TPM T I Quality at Source POUS Quick Changeover M Standardized Work Batch Reduction Kaizen E Value 5S System Visual Plant Layout Stream Mapping Manage Inventory: Visual D O W N T I M E Reduce Inventory: Use a Pull System D O W N T I M E Lean Tools | Motion D O

W Continuous Improvement N Pull/Kanban Cellular/Flow TPM T I Quality at Source POUS Quick Changeover M Standardized Work Batch Reduction Kaizen E Value 5S System Visual Plant Layout Stream Mapping Spaghetti Diagrams D O W N T I M E Reduce Motion: Point of Use Storage D O W N T I M E Lean Tools | Excess Processing D O

W Continuous Improvement N Pull/Kanban Cellular/Flow TPM T I Quality at Source POUS Quick Changeover M Standardized Work Batch Reduction Kaizen E Value 5S System Visual Plant Layout Stream Mapping Example: Immunohistochemistry Example: Immunohistochemistry Example: Immunohistochemistry Example: Immunohistochemistry

66% Improvement to Motion Waste Example: Immunohistochemistry Example: Immunohistochemistry

15 min 20X per Day = 5 hours! Example: Immunohistochemistry

COURIER Example: Immunohistochemistry Example: Immunohistochemistry

VISUAL COURIER Example: Immunohistochemistry Example: Immunohistochemistry

VISUAL COURIER Example: Immunohistochemistry Example: Immunohistochemistry Example: Immunohistochemistry Example: Immunohistochemistry Sustain

Culture & Inclusion Sustain

Begin another lean project Sustain

Advertise what you have done. Sustain

Advertise what you have done.