Tag: patient care

“Respect For People” Shines Through In Sandy’s Aftermath

My friend Dave shared a wonderful video with me today that I felt really exemplified Toyota’s concept of “respect for metro logopeople”, especially in connection with doing something good for the community.  The video shows how employees of Toyota’s TSSC team went to work with Food Bank of New York and Metro World Child, creating an initiative called Meals per Hour.  Over an 8-week period, they applied several fundamental concepts of lean in order to get more food to more families faster.  They worked on identifying and eliminating waste, and creating continuous flow in both the packing and distribution processes.

What I loved most about this story was that there was no discussion of cost.  No questions about “what kind of return might I get on this investment of time” or “does this save us any money”.  All I heard was that they wanted to try to improve in order to make the job of the volunteers easier, to ensure more families were fed, and to improve the speed at which they provided service to the families.  In the end it states they were able to feed 400 additional families in half the time it used to take.

1 view 1 mealI checked on Toyota’s news release area and found that in addition to improving the process, for every view of the video on YouTube they would donate one meal to the families, up to 250,000.  The response was so high that they increased their donation limit an additional 1,000,000 meals – and it looks like as of today they have already surpassed the million views mark.

I noticed another video about Toyota and the TSSC (Toyota Production System Support Center) partnering with the Tree of Life Clinic in Tupelo MS to apply lean concepts to improve conditions for patients and volunteers.  tree of life clinicThe clinic provides free healthcare to those with no insurance, Medicare, or Medicaid.  Top problems identified were long waits for patients and long workdays for the volunteers.  Patients might have arrived as early as 6:40 in the morning for a clinic that opens at 4:30 pm, to ensure they are seen that day.  And volunteers were staying as late as 10:00 at night in order to get as many patients through as possible and to complete all the paperwork.

By applying several tools and lean concepts such as 5S, process flow mapping, standard work, and eliminating waiting waste between doctor/patient interactions, they were able to improve in those top problem areas.  The results showed an average decrease of 24 minutes per patient, increasing the number of patients seen in a day from 80 to 90, while reducing the volunteer’s workday by around an hour each day.

Tree of Life results

On the Meals per Hour website, there are several more small videos and blog entries by authors brought in to document and add awareness to the issues and impacts on community members.  I only clicked on one entry so far where Vera Sweeney discusses what she took away from TPS principles – “Change your Thinking and Change Your Life”.  She relates a story about a Toyota employee attempting to improve a restaurant’s order accuracy and how she applied a TPS concept or two at home with her family to improve their morning routine.

I think all these stories illustrate and confirm how much waste exists out there in areas where lean thinking is not being applied yet.  There are a lot of gains to be made to improve the quality of life for people and communities – both the workers and the customers, no matter what the business or venue.  And when you consider how long it takes (in years and decades) to build capability in people to see and eliminate waste themselves on an everyday basis… isn’t it time we got started on that journey?

long journey

Turn Our Waiting Room Into Just… A Room. How’s That For A Hoshin?

Ikitt‘ve enjoyed many of the commercials GE has put out over the last few years.  They seem to have struck a nice balance between informing about technology and entertaining the audience.  I mean, how many times do you find a new way to use KITT in today’s advertising world?  One of the first I remember was “Healthcare Re-Imagined – Love Story” which showed how improved technology can help patient care.  And who can forget the little kid capturing the power of wind?

geimaginationatwork

The most recent agent smithbrings in Agent Smith from the Matrix to explain to us how GE technology in hospitals is improving patient care and reducing waiting time.  And at the end, I think I heard a pretty good hoshin!  Here’s some of the dialogue from the video, Agent of Good:

GE has wired their medical hardware with innovative software to be in many places at the same time…  Using data to connect patients, to software, to nurses, to the right people, and machines.  Helping hospitals treat people even better while dramatically reducing waiting time.  Now a waiting room… is just a room.

There are some additional videos from the GE website connected with this video, including aventura-hospitala visit to Aventura hospital in Florida where we hear snippets from the hospital staff on how they believe the technology is helping them improve the quality of care.  In an earlier video one statistic they throw out is that the system has helped reduce the waiting time for patients by 68%.  Not bad!

If you spend a little extra time, you can find little coded spots (I’m not sure why they made it so hard and repetitive) using the time bar in the first extra video that give additional facts, such as:

  • A typical hospital can expect nurses to get an hour per shift back to spend on patient care, up to 250 hours annually
  • Can help increase equipment disinfection compliance up to 90% at a typical hospital so equipment is there and ready to go faster.

Now, I’m not always an advocate of a complex, capital-intensive electronic system being a countermeasure.  In the first year, or even months, you usually find so many things you wish you had known about when you designed the system, but to change now would mean costly rewrites to software or changes to hardware that you’ve already sunk a lot of money into.  Before developing such a system, first I’d ask, is there a simpler, more manual way to get the same job done?  In fact, many times someone develops a new shiny system just hoping to find a problem to attach it to.  But, if you develop a system to solve a problem, if you take time to define the problem and study your potential countermeasures,  and then design an electronic system to implement the solution and sustain it… well, then there’s not much to argue about!

From the additional videos, I heard several comments from the hospital workers that were really focused on how they use the system to improve patient care:

  • Everything is tagged and is specific to that equipment, and I can go into the system and see exactly where it is in the hospital and see that.  And since my area is critical, it’s a matter of life or death.
  • The GE software helps me provide better care because I’m able to get to the equipment sooner that is often vital to that patient
  • When a patient comes in to a hospital, they expect to be treated efficiently, effectively, and returned to their home.  The GE software is the catalyst that has helped us improve the bed management system.
  • It wasn’t until the GE software was implemented, that we were able to significantly reduce the amount of time a patient waits.
  • For that nurse to have that extra 5 or 10 minutes to spend with a patient, it makes a world of difference.
  • What if, we were able to see that a nurse only got to spend 2.7 minutes with a patient?

Hoshin kanri is usually associated with setting strategy.  I’ve always associated it with the image of a compass pointing you in the direction you want to go, towards your ideal state, or what I’ve heard called an organizacompassnorthtion’s “True North”.  Many times a slogan, or a short set of phrases, are associated to help bring imagery and meaning to the purpose of your organization.  A simple (and Toyota) example would be Lexus with “The relentless pursuit of perfection”.

A hoshin helps focus your organization’s improvement efforts by outlining a vision of where you want to be someday, even if you may never get there.  As you implement lean, you may create a great kaizen process, hold many improvement events, reduce changeover times, 5S the heck out of your maintenance area, create wonderful management systems with visual controls…  but at some point you may sit back and reflect from a distant vantage point and ask yourself, do we know why we did all of this improvement work?  If you are operating with a hoshin in mind, you should be able to connect most of your work towards the achievement of that ideal.

“Turning waiting rooms into rooms” may be a smaller hoshin, for one area of patient care, so it isn’t likely a rallying cry for the entire healthcare industry.  But it is connected to improving the patient experience, and is something just about anyone can relate to.

Does your company’s lean transformation have focus and purpose?  What’s your hoshin?