1. Value Stream Management for Lean Healthcare: The Value Stream Management (VSM) Process IDM 404 Dr. Joan Burtner Spring 2015 Industrial Management Case Studies Tapping et al: Chapter 1 Lecture 3

2. Spring 2015IDM 404 Dr. Burtner Lecture 2 Slide 2 VSM Advantages Focus the improvement efforts toward a single customer or patient process  Similar to one-piece flow in Lean Manufacturing theory Provides a means of moving from the current state to the future state  Uses the common language of Lean icons  Uses common terminology to describe process steps  Suggests consensus on process improvement goals for a specific value stream Facilitates resource coordination/allocation across the organization

3. Spring 2015IDM 404 Dr. Burtner Lecture 2 Slide 3 Tapping’s VSM 4-Stage Process Assess  Evaluate an area or process and prepare it for detailed analysis  Stakeholder involvement  Flowcharts, Value stream mapping  Process Metrics (takt time and cycle time)  Organization metrics (Balanced Scorecard, performance measurements, etc.) Diagnosis  Tools that provide the transition from assessing an area of process through understanding the process in detail  8 Wastes Waste Walks  Data collection  Financial analysis  Quality tools such as Ishikawa diagram and 5ive why analysis

4. Spring 2015IDM 404 Dr. Burtner Lecture 2 Slide 4 Tapping’s VSM 4-Stage Process Treat  Actual training and application of Lean tools  5S Kanban Standard Work Visual Production Board etc.  May have some overlap with tools used in the Diagnosis phase Prevent  Control and sustain improvement over time  Visual control run chart Paynter Chart etc.  Yokoten (best practices sharing)