Lean 101 Class
- We are currently offering Lean 101- an introduction to the Toyota Production System. Click “Take a Class” link to see our class schedule for dates & times and information on how to register.
- Take A Class
This section houses the most recent versions of templates and other work references used by Harbor’s Lean teams in performance improvement. Also included is a listing of references for learners seeking more information about Lean.
5S – Creating Stability
5S is a structured means to organize the workplace to ensure that supplies and equipment are available without fail.
For 5S Resources, click here.
7 Waste in Healthcare
It all starts with “learning to see”. The 7 Waste are:…
The 7 Waste & Waste Wheel:
To learn to see waste in your work setting, watch this short video and jot down your observations. What wastes can you identify? (Please feel free to use the waste wheel provided above).
Do a “Waste Walk” in your work environment & note your observations… Make your own waste wheel 🙂
A3 Thinking: The TPS 8-Step Process
*For more information, click here. More A3 resources coming soon.
An andon is a visual method for signaling that a problem has occurred, alerting that assistance is needed.
- Example: “I have a concern” sign – coming soon.
Kanban Replenishment System
Kanban is a Japanese word for “sign” or “signboard“. In lean, kanban systems are used to improve managing and controlling the movement in a system.
A Kanban Replenishment System is currently in a gemba (workplace) trial at Harbor-UCLA’s General Internal Medicine Clinic. The system includes these Lean concepts:
- Kanban (visual signal there’s work to be done)
- Just-in-Time Pull System
- Visual Management of Inventory/Supplies
- First In First Out
Standardized Work is the “current best way” on how to complete a process: safest, highest quality, and most efficient. The standardized work team utilizes the template and describe the step by step actions in the appropriate sequence on how to execute a work process. The team comes up with the steps and every member of the team is encouraged to make suggestions to the standardized work.
Creating Standardized Work.
A team of people who do the work comes into a consensus on what is the best way on how to complete a process. The team utilizes a template:
- Standardized Work Template – One Column – used for standardized work that does not require additional details within processes.
- Standardized Work Template – Two-Column – used for standardized work that requires more details and subprocesses.
Standardized Work Training.
Once standardized work has been written, teams can use the document as a training tool as shown below:
Standardized Work Observations.
“Where there is no standard, there can be no Kaizen (Improvement)” – Taiichi Ohno
Standardized work observations allow the team to identify opportunities for improvement. Below is an example how providers utilize standardize work observations to emphasize that if a step is missed (or frequently missed), the team is encouraged and empowered to provide suggestions on how to ensure that processes are safe and effective.
Visual Management is a key lean concept to make work visible to all. It is a commitment to transparency– acknowledging that we may not be where we want to be yet, but working on how we get to our ideal state. A Visual Management Board huddle allows the team to create an ultimate goal, and routinely discuss team-specific key performance indicators (KPIs), standardized work observations, completed projects, problem-solving ideas & suggestions, appreciations, team reminders & updates, and projects, timeline, & capacity. This allows staff to have opportunities to become problem solvers.
Visual Management Huddle Board Resources:
- Coming Soon
Missing any resources or supplies in your huddle board? Please email your assigned KPO facilitator and they’ll get back to you 🙂