What lean can do for healthcare? Examples of successful lean efforts in healthcare video Lean Thinking Work, work process, customer, supplier, value, value stream, lean The fundamental approach of lean Key lean principles What it means for a healthcare organization to be lean Maximizing Value in Healthcare Value Streams Distinguishing types of work: Use a 5-step process to develop a future-state map of the Emergency Department Summary of results:
Paul, Minnesota decided on a big goal: Yet the medical staff and quality leaders were struggling to understand how they would achieve this. Dozens of well-meaning programs were in place, but overall integration and coordination were lacking. David Sibbet and a HealthEast leadership team set out on a large-scale mapping process, which led to the creation of a Quality Journey Map.
The content of the panoramic image was distilled from the initial three meetings with over five dozen key stakeholders. Then it was refined by divisional leadership in two dozen subsequent meetings. The Quality Journey Map made it easy for managers to explain how HealthEast began, where it was going, and how it intended to get there in regard to quality.
The one picture allowed me to explain in five minutes or an hour, to whatever audience, what was appropriate for them.
It is an application of the Arthur M. Young Theory of Process. In I was given the first Arthur M. Young Award for practical application of the Theory of Process by the Anodos Foundation, the steward of his journals and writing.
This theory has animated The Grove and my work since becoming familiar with it. It shows how complex the environment is for anyone trying to maintain reliable, inexpensive energy. It was a huge act of public responsibility to keep the lights on during all the political and other gyrations swirling around the ISO in those trying times.
David Sibbet developed the design, then tested the data and design with six Harvard Business School professors. Saturn management and labor were not in agreement about the vision of Saturn, and he needed a context in which they could work out their differences.
Arguing over their history would be a unifying experience he surmised. A several hour video taped session with about 20 of the founders and two sessions with a small team who could correct facts and tune the messages, resulted in a draft that John could take to his management for approval.
When he close the door on the meeting the place erupted, as different graphics provoked memories and arguments.
When the thrashing was over they had a unified vision of their history, and a stronger sense of their future. Saturn commissioned an extension inan image of which was never taken, unfortunately. It was created in the late s by David Sibbet, before the illustrator programs were robust enough to handle this level of graphics.
Everything was hand-drawn, including the little credit cards. Since all the facts they needed were on the big chart, they could easily focus on the color and texture of their stories.
The VISA management loved this history so much they gave a framed version to all of their member banks one Christmas, and they have ordered three extensions of the history over the years. As the transformation proceeded, more than a dozen visioning processes were conducted for groups and divisions.
The turnaround was successful. NSC also successfully implemented graphic facilitation training within the corporate staff.Critical Quality Attributes (CQAs) in processes where splitting The state-of-the-art BIOVIA Interactive Process Genealogy Mapping solution provides a single software environment that includes additional capabilities supporting life science.
Web-based training for process mapping typically prepares a small business employee to use tools and techniques for business process mapping activities.
Process mapping in service industry - posted in Quality Management & Continuous Improvement: I would like to have a broad guideline to write a project plan relating to Process mapping in a commercial bank.
To provide a welcoming community for peer-to-peer collaboration supporting the effective implementation, operation and continual. Value-Stream Mapping for Healthcare (1 Day Class) Description: This interactive workshop demonstrates how to apply lean principles and value-stream mapping, a fundamental and critical tool, to accomplish what many healthcare organizations find difficult to do: make fundamental improvements in their clinical/administrative processes.
Several other visual tools are forms of Process Maps and each has a specific use, is a part of another tool, or is a type of process map. For example, the SIPOC is more than a very high level process map, it defines the Suppliers, Inputs, Outputs, and Customers and its "Process Map" portion is very generic.
Mind Mapping: Scientific Research and Studies. Contents Page 2 - 6.
PART 1 Foster your creativity with Mind Maps Page 8 - 9. How Mind Maps facilitate the learning process Page 9. Mind Maps as a teaching aid Page 9 - 10 The Evidence Supporting Mind Mapping Page 31 - 45 Radiant, organic structure – Page works just like your brain