VIRGINIA MASON PRODUCTION SYSTEM (VMPS)

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1 Source: Virginia Mason Medical Center VIRGINIA MASON PRODUCTION SYSTEM (VMPS) The Patient is GOD

2 Toyota Production System How it translates to the Virginia Mason Production System Benefits Results Conclusion

3 TOYOTA PRODUCTION SYSTEM 3 Main objectives are to remove: o Mura (inconsistency) o Muri (overburden) o Muda (waste)

4 TOYOTA PRODUCTION SYSTEM System of Principles o Standardized Work -Every step in every task is defined on the basis of best practice and must be performed according to a rigid script o Takt Time - Careful calculation of the rate at which a task must be completed in order to meet demand. o 5S Workplace Organization - Every workspace must be kept scrupulously neat, clean, arranged for ideal efficiency and cleared of all furnishings or equipment unnecessary to the tasks to be performed

5 TOYOTA PRODUCTION SYSTEM System of Principles o Heijuka - Figuring out how to average uneven customer demand over time so as to create a predictable and level process flow o Kanban and Andon - Signaling tools like information cards and status boards that visually display what's needed to keep a process moving and how well it's progressing

6 TOYOTA PRODUCTION SYSTEM Kaizen o Continuous Improvement o Heart of the System

7 TOYOTA PRODUCTION SYSTEM 3 Desired Outcomes: o Provide customer with highest quality vehicle, at lowest cost, in a timely manner with short lead times o Provide job satisfaction, security and fair treatment o Provide flexibility to respond to market

8 TOYOTA PRODUCTION SYSTEM Main Focus: o Jidoka (Stop the Line) o Just-in-time (JIT) work sequencing

9 TOYOTA PRODUCTION SYSTEM Jidoka (Stop the Line) Line moving. No problems Line moving. Called for help Problem not solved. Line stopped Time Available to solve the problem Fixed position

10 TOYOTA PRODUCTION SYSTEM Just-in-Time Source:

12 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of innovation o Eliminate Waste o Accountable Leadership

13 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of innovation o Eliminate Waste o Accountable Leadership

14 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of innovation o Eliminate Waste o Accountable Leadership

15 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of innovation o Eliminate Waste o Accountable Leadership

16 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of innovation o Eliminate Waste o Accountable Leadership

17 The Patient Safety Alert System o o o o o Must Stop the line Mistakes are inevitable, but reversible Zero Defects Patient Safety Department Analysis and Resolution

18 The Patient Safety Alert System o In 2002, there were an average of 3 alerts per month * o In 2004, there were about 17 alerts per month * * Source: Virginia Mason Medical Center

19 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of Innovation o Eliminate Waste o Accountable Leadership

20 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of Innovation o Eliminate Waste o Accountable Leadership

21 Eliminate Waste (Muda): o Building Design Placing patient rooms on the outer perimeter of building Doctor s offices with access to aisle for patients and to a central area for easy communication with nurses and staff Saved $11 million in planned capital investment by using space more efficiently and freed an estimated 25,000 square feet o Mastering Tasks Through the better organization of spaces

22 How TPS translates to Virginia Mason: o Patient First o Branding of Name (VMPS) o No Layoff Policy o The Patient Safety Alert System o Encouragement of Innovation o Eliminate Waste o Accountable Leadership

23 Benefits o Patients Spend more time with Providers o Greater Safety o Less Rework and more time with patients for staff o Less Administrative Waste

24 Kaizen o Continous Improvement or CI Shorten walking distances Shorten supply travel distances Supply cost cut by 51% Defects declined by 47%

25 Results o Reduced the time it takes to report lab test results to the patient by more than 85 percent. o Reduced inventory costs by $2 million through supply chain expense reduction and standardization efforts. o Reduced nurse walking distance in the hospital by 750 miles per day, freeing up more than 250 hours of time spent walking for direct patient care.

26 Results o Reduced labor expense in overtime and temporary labor by $500,000 in just one year. o Increased productivity by about 93 percent in a few targeted areas by moving the most common supplies to point of use and creating kits containing frequently needed supplies. o Reduced premiums for professional liability insurance by 56 percent.

27 Conclusion o Defects o Waste o Saving Money o Better Working Environment o Still Developing

Lean Management. KAIZEN Training of Trainers. KAIZEN Facilitators Guide Page to.

Lean Management. KAIZEN Training of Trainers. KAIZEN Facilitators Guide Page to. Lean Management KAIZEN Training of Trainers KAIZEN Facilitators Guide Page to. Objectives of the session At the end of the session, trainees are able to: 1) Understand the philosophy on lean management