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Lean has come to healthcare, and it is really making waves. The potential of lean to find innovative, streamlined solution that enable improved organizational performance is undisputed. But Lean turns out to be very difficult to implement. This book can help you and your organization with the toughest challenge in Lean Healthcare full implementation of Lean projects to achieve concrete results. Top management will not spread Lean across their organizations based on Lean's potential; the spread of Lean is dependent on the actural business value that management sees generated from Lean projects in their own organizations. The healthcare managers who will be successful in the worlds of today and tomorrow will be the ones who can look at waves of change and see opportunity; who can design a vision and strategy for a more positive future for their organizations; who can implement their designs; who can use Lean to continuously improve the performance of their organizations. "You don't have to be afraid of change any longer! Dutch's work offers entertaining and simple solutions that will help you move swiftly and efficiently through the growing pains of organizational change," says Ken Blanchard, author of The Secret and The One Minute Manager.
Lean has come to healthcare, and it is really making waves. The potential of lean to find innovative, streamlined solution that enable improved organizational performance is undisputed. But Lean turns out to be very difficult to implement. This book can help you and your organization with the toughest challenge in Lean Healthcare full implementation of Lean projects to achieve concrete results. Top management will not spread Lean across their organizations based on Leans potential; the spread of Lean is dependent on the actural business value that management sees generated from Lean projects in their own organizations. The healthcare managers who will be successful in the worlds of today and tomorrow will be the ones who can look at waves of change and see opportunity; who can design a vision and strategy for a more positive future for their organizations; who can implement their designs; who can use Lean to continuously improve the performance of their organizations. You dont have to be afraid of change any longer! Dutchs work offers entertaining and simple solutions that will help you move swiftly and efficiently through the growing pains of organizational change, says Ken Blanchard, author of The Secret and The One Minute Manager.
LEAN SUCCESS METHODOLOGY How to make Lean solutions Stick! By Dutch Holland, PhD & Duke Rohe, BSIE Why do most Lean projects fail to produce business value? They dont fail because of the Lean tools and techniques. They fail because the organization does not use a proven methodology for implementation! This book provides a methodology for implementing Lean: a comprehensive roadmap, a set of methods, rules, and important ideas plus a set of step-by-step procedures for Implementing Lean. The book contains the following 1. An implementation road map with steps from problem analysis to Business Value. 2. The practical and integrated Implementation steps that have been proven to work. a. What is each Step? b. Why take this Step? c. Who should lead this Step? d. How do I accomplish this Step effectively & efficiently? e. How do I keep track of all the steps needed for implementation of a Lean solution? You dont have to be afraid of change any longer! Dutchs work offers entertaining simple solutions that will help you move swiftly and efficiently through the growing pains of organizational change, says Ken Blanchard. Are you using a proven methodology for your Lean implementations?
This book can help you and your organization tackle the most complex organizational change and produce a change success. How? How do you eat an elephant? One bite at a time. How do you successfully execute a large organization change? One project at a time. This book will enable you to break organizational changes into discrete change projects that can be managed on target, on time and on budget. This book will show you how to excel at leading change, which is an absolute requirement for organizational and personal success. The managers who are successful in the worlds of today and tomorrow will be the ones who can lead change: who can look at waves of change and see opportunity; who can design a vision and strategy for a more positive future for their organizations; and who can implement their designs by completing change projects on target, on time, and on budget. "You don't have to be afraid of change any longer! Dutch's work offers entertaining and simple solutions that will help you move swiftly and efficiently through the growing pains of organizational change," says Ken Blanchard, author of The Secret and The One Minute Manager.
This book is an implementation manual for lean tools and principles in a healthcare environment. Lean is a growth strategy, a survival strategy, and an improvement strategy. The goal of lean is, first and foremost, to provide value to the patient/customer, and in so doing eliminate the delays, overcrowding, and frustration associated with the existing care delivery system. Lean creates a better working environment where what is supposed to happen does happen. On time, every time. It allows clinicians to spend more of their time caring for patients and improves the quality of care these patients receive. A lean organization values its employees and encourages their involvement in organizational initiatives which, in turn, sustains hospital-wide quality improvements. The opportunities for lean in healthcare are limitless. This is not a book to be read and forgotten, nor is it meant to sit on a book shelf as another addition to an impressive but underutilized collection of how-to books. As the name implies, it is a guide; a companion to be referenced again and again as the organization moves forward with its lean transformation. "This is a well-researched, well-written work by an individual who understands the current healthcare environment. It provides a practical and sound understanding of the concepts and application for Lean and Six Sigma." James R. Bente Vice President, Quality & Organizational Development Memorial Health System "Healthcare quality professionals in the U.S. and abroad could benefit from the content of this book...Comprehensive discussion of lean and its relevance to healthcare, excellent description of techniques and tools, and excellent examples and figures." Luc R. Pelletier, MSN APRN BC FNAHQ FAAN Editor in Chief Journal for Healthcare Quality COMMENTS FROM OTHER CUSTOMERS Average Customer Rating (4.5 of 5 based on 4 reviews) "This book is easy to read and demystifies the complex world of Lean by clearly explaining what Lean is, what it does, and the tools used; all in the context of healthcare. Because examples illustrate the benefit of Lean not just to the healthcare industry, but to us as patients, the business case is especially compelling. Instructions address technical challenges and draw from best practices in change management. The guide provides a road map for implementation and seasoned insights that leave one trusting that Lean is very doable, and a necessity." A reader in Seattle, Washington "I thoroughly enjoyed this book as it provides concrete and detailed examples of Lean principles applied to a healthcare environment. I myself am new to healthcare and am overwhelmed at the wealth of opportunities for improvement. I plan on using some lean principles to demonstrate that improvements don't have to be complex or costly to achieve results" A reader in Montreal, Quebec "This is an excellent resource. I consider it 'required reading' for all that are new to Lean / Process Improvement. In my role, I facilitate 5-10 concurrent process improvement projects. This book has been invaluable as a teaching tool. I've asked each project leader to buy, read and study this book. All have commented that it has an easy read, helped them to understand the Lean concepts, and quickly implement the tools. As a group, we're better able to speak the same language and have a common understanding of the tools.brI highly recommended this book. I would also recommend the website (www.leanhospitals.org), wh..." A reader in Wausau, Wisconsin
This book gives healthcare leaders a practical guide to implementing the 4 key components of lean daily management system - 1. LDM boards; 2. Leadership rounds 3. Leader daily disciplines and 4. Lean projects. Although lean is not new to healthcare, effective LDM is just now taking hold with the best lean healthcare organizations in the U.S. and Canada. Leaders are realizing that sustaining their lean projects over time has proven to be a challenge without first addressing the organizations management system/model. LDM gives leaders a straightforward approach to do just that as well as improve their ability to spread and deploy lean to other areas of the organization and tie back to strategy.
Written to address the growing demand for Lean Six Sigma expertise, this text provides a step-by-step Define-Measure-Analyze-Improve-Control (DMAIC) process, that describes how to use the tools appropriate for each phase and provide data where tools can be practiced by students. Applying Lean Six Sigma in Health Care trains students on performance improvement techniques and current terminology so that they will be prepared to conduct Lean Six Sigma projects in large health care systems and support the physicians and nurses running these projects. With a focus on application, students learn and utilize the DMAIC process, by applying it to an improvement project that is carried through the text.
Foreword by Michael F. Gutzeit, M.D., Chief Medical Officer and Vice President of Quality, Children's Hospital of Wisconsin This practical, how-to book clearly and succinctly takes the reader through six proven “success steps” for implementing lean in any healthcare environment: 1. Create physician flowbr 2. Support physician value-added timebr 3. Visually communicate patient statusbr 4. Standardize everyone’s workbr 5. Lay out the clinic for minimal motionbr 6. Change the care delivery model Why go through such a transformation? Because it works. Tell a doctor that he can see the same number of patients, offering the same high quality and personal care, and have an extra 90 minutes at the end of his clinic day – and that means something. Tell the staff that they can look forward to actually ending on time, with satisfied patients, no backlog, and having focused their attention completely on quality patient care – and they will listen. These Lean principles and success steps work in clinics ranging from orthopedics to neurology to cardiac care—the specialty doesn’t matter. They work in small practices and large hospital settings. Lean methodology provides the tools to address the frustrations patients and doctors alike experience in the clinic process. Included throughout the book is a case study showing the lean transformation undertaken at the Orthopedic Center at Children’s Hospital of Wisconsin, with numerous quotes and insights from those actually involved. This transformation resulted in patient wait times being reduced by more than 70 percent, the clinic being able to see 25 percent more patients in less space, patient satisfaction scores sometimes reaching 100 percent, and staff satisfaction scores improving by more than 25 percent.
Lean Project Delivery and Integrated Practices in Modern Construction is the new and enhanced edition of the pioneering book Modern Construction by Lincoln H. Forbes and Syed M. Ahmed. This book provides a multi-faceted approach for applying lean methodologies to improve design and construction processes. Recognizing the wide diversity in the landscape of projects, and encompassing private and public sector activity, buildings and infrastructure, the book expands upon the detailed coverage of integrated project delivery and new lean tools and techniques to include: Greater emphasis on the importance of creating a lean culture and the initiatives required to transform the industry; Expanded discussions of the foundational writings in lean construction theory; Exploration of the synergies between "lean" and "green" initiatives; Specific procedures for modifying planning and scheduling activities to improve the performance of the project team; Expanded sections on quality, and topics that have become a part of the lean lexicon, such as Choosing by Advantages, "line of balance"/location-based scheduling, virtual design teams, takt time planning and set-based design; Discussion questions for beginners and advanced lean practitioners; and Improved cross-referencing within the text to help the reader navigate the frameworks, techniques and tools to support the application of lean principles. The techniques described here enhance the use of resources, reducing waste, minimizing delays, increasing quality and reducing overall costs. They enable practitioners to improve the quality of the built environment, secure higher levels of customer/owner satisfaction, and simultaneously improve their profitability. This book is essential reading for all those wanting to be at the forefront of construction management and lean thinking.
This book collates the main research developments around Lean Construction over the past 25 years with contributions from many seminal authors in the field. It takes stock of developments since the publication of Koskela’s (1992) Application of the New Production Philosophy to Construction and, in doing so, challenges current thinking and progress. It also crystallises theoretical conceptualisations and practically situated learning whilst identifying future research challenges, agendas and opportunities for global collaborative actions. The contributors present the development of Lean Construction as a fundamental part of improving construction productivity, quality and delivery of value to clients and users of built infrastructure. In doing so, the book introduces the reader to the foundational principles and theories that have influenced the way we now understand Lean Construction and has provided very useful insights to students, practitioners and researchers on key junctures over the last 25 years. Highlighting the key contemporary developments and using global case study material the chapters demonstrate good practice but also help introduce new thinking to both lay readers and experienced practitioners alike. This book is essential reading for undergraduate and postgraduate students, researchers and practitioners with an interest in Lean Construction and construction management, providing a general understanding of the area, current state of the art knowledge as well as providing an insight into areas for future research.