Lean concepts and quality indicators final
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This document provides an overview of Lean Management. It discusses key Lean concepts like the eight wastes (Muda, Mura, Muri), 5S methodology, visual management, and standardized work. The building blocks of Lean Management aim to eliminate waste and create continuous process improvement. Quality indicators are established to monitor performance across examination processes and ensure objectives are met. Lean Thinking focuses on delivering value to the customer with the least amount of wasted resources.
Lean concepts and quality indicators final
- 2. • Introduction to LEAN • LEAN Thinking • Building Blocks of Lean Management • 8 Wastes • 5s • Visual Management • Standardised work • Quality Indicators
- 8. WHAT IS LEAN MANAGEMENT? • It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat) • In a Lean organization, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition. • Doing more with less • Belief in a better way • Eliminate waste • Empower employees • Create culture Continuous Improvement
- 9. Lean Thinking “Lean” is not an acronym. It is an English word that means slim or without excess fat. • The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time. • The Building blocks of Lean Management are: • 8 Wastes • 5s • Visual Management • Standardized work
- 10. WHY TO USE LEAN – BENEFITS Individual • Develops Leadership thinking • Improved decision making skills • Ability to use problem solving tools and techniques • A better You as an Individual / Manager Organizational • Improved quality of product or service • Reduced process cycle time • Development of staff skills • Common language throughout the organization
- 11. • 8 Wastes • 5s • Visual Management • Standardized work Building blocks of Lean Management
- 13. WASTE Waste: Any activity that consumes time and resources like manpower, machinery, money etc., and does not contribute in meeting the client requirements. Types of Wastes: There are 3 types of wastes: MUDA: WASTE MURA: UNEVENNESS MURI: OVERBURDEN
- 14. Types of Wastes: MUDA: Any activity in the process that does not add value. MUDA is not creating value for the customer. In short: WASTE MURA: Any variation leading to unbalanced situations. In short: UNEVENNESS, inconsistent, irregular. Mura exists when workflow is out of balance and workload is inconsistent and not incompliance with the standard. MURI: Any activity asking unreasonable stress or effort from personnel, material or equipment. In short: OVERBURDEN Muri means: a too heavy mental- or physical burden. For machinery Muri means: expecting a machine to do more than it is capable of or has been designed to do.
- 15. 8 - DEADLY WASTES Types of Muda (Wastes): The popular acronym for the 8 wastes - DOWNTIME Defects Over Production Waiting Non Utilization of skills Transportation Inventory Motion Extra Processing
- 16. Defects Untestable samples (wrong containers, wrong amount of fluid, wrong or unreadable label, wrong tubes) Creating defects, failed or incorrect results The killer “Re’s”: Retest, Rewrite, Redo... Incomplete, ambiguous, or inaccurate test information Inspection to catch defects
- 17. Overproduction Producing more than needed by next processes Work that is not needed by anyone, bureaucracy Redundant or unneeded tasks Excessive paperwork, multiple databases, and duplicate procedures Over-dissemination, that is sending information to too many people (e.g., excessive e-mail distribution) Drawing of extra tubes
- 18. Waiting Samples idle, waiting for next step Large queues Humans waiting for approval or signature or information, or information waiting for humans Unnecessary serial effort
- 19. Non Utilization of skills (Waste of human talent and enthusiasm) Ignoring frontline employees’ knowledge, skills, and abilities The negative culture that stifles human creativity and enthusiasm Blaming and shaming culture Fear of making imperfections visible
- 20. Transportation (Unnecessary Movement of Samples or Information) Transporting specimens inefficiently long travel distances for specimens Inefficient layout of the laboratory Excessively moving samples or patients through spaces Excessive movement of information
- 21. Inventory (Resources & Reagents) Creating excessive inventory of reagents Excessive batching of samples in queues Complicated retrieval of samples or complicated access to needed information Poor 5 S’s (messy, disorganized) laboratory or office or computer spaces Maintenance of Equipment
- 22. Motion (Unnecessary Movement of People) Unnecessary movement of people during task execution People having to move long distances to access needed items looking for people, materials, information
- 23. Extra Processing Test or test equipment refinements beyond what is needed Lack of standardization Use of excessively complex or fragmented software Inefficient “research-like” manual steps of tests signing off, redundant centrifuging
- 25. What is 5S principle? • 5S is a methodology which helps us to better organize our workplace in order to improve safety/controls and productivity • 5S is the foundation on which to build a leaner organization 5S is a philosophy and a way of organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste, improving flow and reducing process unreasonableness. It is for improvement of the working environment
- 26. What 5S can do?
- 36. VISUAL MANAGEMENT What is Visual Management ? • Visual management is a method of creating an information-rich environment by the use of visual signals, symbols and objects. • It helps anybody in the workplace to know what the current status is and what to do next Where to use Visual Management ? • In any workplace where working to a standard is key • Use it in teams, to create shared understanding and build teamwork
- 37. VISUAL MANAGEMENT - EXAMPLES
- 39. What is Standardised Work ? • A simple written description of the safest, highest quality, and most efficient way known to perform a particular task, (i.e. a checklist to lead someone through the task). • It describes the only acceptable way to do the process. • Expected to be continually improved • Includes the amount of time allotted to hand-off the task to the next step of the process. • Focuses on the process, not the equipment or materials • Reduces variation, increases consistency
- 40. Example of “Standardized” activities • Work instructions, Standard Operating Procedures (SOPs) • Checklist development and regular usage for SOPs • Mechanism and format development for ordering supplies, reporting etc • Colour coding for waste segregation • Standardized common symbols
- 41. STANDARD WORK – DOs & DON’Ts DO: • Keep standard work simple • Make it accessible • Include all information on one, easy-to read document • Create one standard work document for each part of the process • Always look for ways to improve the process. DON’Ts: • Put standard work in a desk drawer • Change processes without changing standard work • Make standard work difficult to change • Give up on standard work – it can be tough, but it’s very important
- 43. The laboratory shall establish quality indicators to monitor and evaluate performance throughout critical aspects of pre-examination, examination and post-examination processes. EXAMPLE Number of unacceptable samples, number of errors at registration and/or accession, number of corrected reports. The process of monitoring quality indicators shall be planned, which includes establishing the objectives, methodology, interpretation, limits, action plan and duration of measurement.
- 44. The indicators shall be periodically reviewed, to ensure their continued appropriateness. NOTE 1 Quality indicators to monitor non-examination procedures, such as laboratory safety and environment, completeness of equipment and personnel records, and effectiveness of the document control system may provide valuable management insights. NOTE 2 The laboratory should establish quality indicators for systematically monitoring and evaluating the laboratory’s contribution to patient care (see 4.12). The laboratory, in consultation with the users, shall establish turnaround times for each of its examinations that reflect clinical needs. The laboratory shall periodically evaluate whether or not it is meeting the established turnaround times.
- 45. • MSP applicable to quality indicators: VDC/MSP/25 • The list of Indicators to be monitored, the concerned team members involved and the set targets for each of the indicators are communicated to the departments through Continual Improvement Plan. • QIs data to be verified in the log books by the HODs/ Consultants before submission to QAD. • Timeline to submit the quality indicators by concerned departments – 5th of Every month.
- 46. • The indicators are reviewed monthly by the concerned consultants / HODs and the summary of actions taken for the deviations is documented and signed in the log books for respective indicators. • Submitted indicators data and the evidences of the actions taken are verified for correctness by QAD / Designated QC on Monthly basis. • Indicators are reviewed on quarterly basis by the Lab Director to analyse the effectiveness of the CAPA taken and suggest additional actions to ensure that the QIs are within the applicable targets. • Annual review of the indicators is taken up by the Lab Director to establish targets for upcoming year based on the performance of indicator in the current year. • Additional technical indicators can be suggested by the department heads, which are to be accompanied by the formats for data capturing. Upon approval from the lab director, these indicators will be monitored.
- 49. • Sample Rejections: • % CV Analysis: • PT Performance: • Repeats: • Equipment Breakdowns: • Delay TAT /E-TAT: • Amendments: • Percentage of Complaints closed within time of 24 hours: DEFECTS SUSTAIN SUSTAIN OVERPROCESSING INVENTORY WAITING OVERPROCESSING 5S
- 50. • Positive attitude is very important for implementation of Lean Thinking • It is not just “Cleaning Campaign” • Lean activities are to create good working environment through reduction of “Muri”(overburden), “Mura”(unevenness), and “Muda”(waste) • Lean Thinking can identify and reduce “abnormalities” and “waste”, improve “team work”, “cleanness”, “safety” and “productivity” • It is a basis of organization management
- 51. Thank you for listening !