Virginia Mason Hospital

What were reasons for implementing lean management at Virginia stonemason Hospital? Lean mentation begins with driving out hazardous so that all work adds assess and serves the clients needs. Identifying value-added and non-value-added steps in ein truth process is the get down of the journey toward lean operations. In order for lean principles to take root, leadership essential first work to create an organizational culture that is undetermined to lean thinking. The commitment to lean must start at the very top of the organization, and all staff should be involved in service to redesign processes to improve feast and reduce waste.Although wellness reverence differs in mevery ways from manufacturing, there ar also surprising similarities Whether build a car or providing health c are for a patient of, workers must rely on multiple, complex processes to accomplish their tasks and provide value to the guest or patient. Waste of money, time, supplies, or good will decrease s value. And the CEO of VM complete several reasons for them to implement lean management to improve the poor public presentation of the old transcription 1. The path to better quality and safety is the identical as the path to reduced cost.2. VMs old system is in force(p) of waste (non-value-added activities), need to systematically reduce and eliminate that waste. 3. Improvement is not coming from a technological arms race. What is VMPS and what are its main principles? The Virginia stonemason Production arrangement (VMPS) is a management method based on manufacturing principles that seeks to continually improve how work is done. Using this method, Virginia Mason (VM) identifies and eliminates waste and inefficiency in the many processes that are part of the health care experience, do it attainable for VM staff to deliver the highest quality and safest patient care.By streamlining repetitive and low-touch aspects of care delivery, staff and providers expend more time talki ng with, listening to and treating patients. Virginia Masons vision is to be the Quality Leader in health care. This vision requires adopting a paradigm shift from expecting errors and defects, to believing that the perfect patient experience is possible. Key to accomplishing this is understanding that staff who do the work sleep with what the problems are and devour the best solutions. VMPS strategies range from small-scale ideas tested and mplemented this instant to long-range planning that redesigns clean spaces and processes. VM uses several continuous improvement activities, much(prenominal) as Rapid Process Improvement Workshops (RPIWs) and kaizen events sharpened on additive changes, as well as 3P whole kit and caboodlehops intended to completely redesign a process. VM has held 850 continuous improvement activities involving staff, patients and guests. VM leaders saw value in the TPS principles of making quality and safety a top priority, relentlessly focusing on the customer, reducing waste (of which health care has an abundance), and engaging staff in continuous improvement.The idea behind VMPS is to chance upon continuous improvement by adding value without adding money, people, large machines, space or inventory, all toward a wholeness overarching goal no waste. Explain main wastes of resources that VMPS targets. The idea behind VMPS is to achieve continuous improvement by adding value without adding money, people, large machines, space or inventory, all toward a single overarching goal no waste.VMPS has six areas of focus Patient First as the driver for all processes to eliminate The humankind of an environment in which people feel safe and free to worry in improvementincluding the adoption of a No-Layoff form _or_ system of government Implementation of a company-wide defect alert system called The Patient Safety alive(p) System Encouragement of innovation and trystorming (beyond brainstorming, trystorming involves quickly trying n ew ideas or models of new ideas) Creating a prosperous economic organization primarily by eliminating waste Accountable leadership Instead of doctors waiting until the end of the day to go though a stack of patient records, they now write comments and recommendations without delay after seeing the patient before going to see the future(a) one. The time saved increases the time a physician can spend with a patient. Most of the cost of medical care involves clogs in the flow of information paper forms, lab results, phone messages, often leading to sloshed patients.Two details on this list bear further explanation. The No-Layoff Policy is critical to the success of implementing lean management. People will more amply commit nd engage in improvement work if they are not worried about improving themselves out of a job. Attrition, typically steady in health care, will enable most organizations to transplant staff to other necessary work. A culture shift is eventful here as well St aff, especially in health care, do not typically view themselves as working for the organization, but for their several(prenominal) department and/or care team. In lean thinking, the patient/customer drives all processes, and staff/providers must come to understand that they work for the patient. This center they may be reassigned depending on the needs of the patients.Secondly, the defect alert system is a fundamental element of the TPS, known as stopping the line. each worker in the Toyota plant has the power and the obligation to stop the forum line when a defect or error is identified or even suspected. Workers pull a cord, a light goes on, music plays as a signal for supervisors to come and help, and the entire assembly line any slows or stops (depending on the degree of the defect resolution time) season line workers and supervisors assess and fix the problem, often preventing an error from becoming plant in the final product.This typically happens many times a day. Th e possibleness behind stopping the line is that mistakes are inevitable, but reversible. Defects are mistakes that were not fixed at the source, passed on to another process, or not discover soon enough and are now relatively permanent. If you fix mistakes archaean enough in the process, your product will have zero defects. Mistakes are least injureful and easiest to fix the closer you get to the time and transport they arise. The reverse is also true. What is patient safety alert system and how it works?Virginia Mason used VMPS to develop a Patient Safety Alert (PSA) system requiring all staff who encounters a situation likely to harm a patient to make an immediate report and cease any activity that could cause further harm. If the safety of a patient is hence at risk, an investigation is immediately launched to correct the problem. Most reports are processed within 24 hours a significant improvement from when reports took three to 18 months to resolve. Patient safety at VM has increased and professional liability claims have dropped.Explain the main results of implementing VMPS. Since adopting VMPS, Virginia Mason teams have achieved significant organizational and departmental improvements decreased the time it takes to report lab test results to the patient by more than 85 percent. Improved the percent of time nurses spend in direct patient care from 35 percent to 90 percent. Reduced bedsores (a common problem in hospitals) from 8 percent to less than 2 percent, preventing 838 patients per year from acquiring bedsores. Saved $1 million in cut expense in 2009. Reduced professional liability insurance 48. 9 percent from 2004 to 2009. Reduced laboratory staff walking distance by 2. 8 miles and removed 357 hours of lead time from lab operations. Pharmacy modify medication distribution from physician order to availability for administration from 2. 5 hours to 10 minutes and reduced incomplete inpatient medication orders from 20 to 40 percent to less t han 0. 2 percent both were achieved through and through process improvement and computer physician order entry (CPOE) execution of instrument