What Is Quality?

Complete Customer Satisfaction

A standard can be accepted by both the supplier
&customer.
Giving complete satisfaction to the customer.
Providing an acceptable product at an acceptable
cost.
Providing a product which is 'fit for the purpose".
Freedom from deficiencies"
Quality is all about customer satisfaction!

Top 10Skills of 2025

Technology use and development

Analytical thinking and innovation
Active iearn inganaiearning strategies
Complexproblem-soiving
Criticalthinkingandanalysis
Leadershipandsocialinfluence
iecnnoiogyuse.monitoringanacontro
lecnnologydesignandprogramming
Resilience.stresstoieranceandflexibility
Reasoning.probiem-soivingandideation

How Do you have to Think

Lean Healthcare
Lean Healthcare Imperatives

Raising cost of healthcare

Deaths due to medical errors (Six Sigma)
High percent of caregiver time spend doing paper work
Shortage of doctors &nurses
Complicated in the process &System
Customer & Patients satisfaction
Employee satisfaction
How Can Lean Help in Healthcare

Lean can increase Healthcare value delivery by:

Improve Healthcare Quality

• Removes non-value-added activity.
• Reduces waste.
• Decrease Healthcare Cost.
• Decrease Patient lead time (time it takes from Entrance to
departure).
• Decrease Process Cycle time times (time it takes to do a task).
• Improves productivity and so Improves cash flow.
• Increases Customer Satisfaction.

developments That Led to Lean Six Sigma Methodology

Lean Six Sigma Methodology

Lean Management

Solutions to the problems is Lean thinking

Lean Thinking

•Is a management philosophy based on the Toyota Production System (TPS).

With Lean Thinking, you will be able to enhance value for your customers by improving
service delivery and eliminating waste. Simply by becoming a Lean organization,
Lean Management

History of lean manufacturing

Where Did Lean Come From

•Toyota lowered its new product development process for vehicles down to about
12months from most competitors

•Toyota assembly line today move down at 57

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Summary of Lean Development

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Time
Pioneer Period Contribution

Frederick 1856 - Wrote Principles of Scientific Management Divided work into

Taylor 1915 component parts

1863 - Called the father of mass production believer in waste

Henry Ford 1947 reduction

Sakichi 1867 - Developed the jidoka concept Initiated the Toyota Motor
Toyoda 1930 Company

Kiichiro 1895 -
Toyoda 1952 Promoted mistake proofing concepts For Toyota Motor Co.
 Time
Pioneer Period Contribution

Taiichi 1912 - Created the Toyota production system Integrated the TPS
Ohno 1990 Onto the supply chain Had the vision to eliminate waste .

Shigeo 1909 - Developed the SMED system . Help develop other TPS
Shingo 1990 elements

Womack Promoters of lean enterprise ·Authors of lean books" The

&Jones 1979 Machine That Changed the Word"

Continuous Improvement Manager

ISO-Standard

The organization shall determine & select opportunities for improvement & implement
necessary actions to meet customer requirements & enhance customer satisfaction.

These shall include:

Continues Improvement Manager

Requirementsand Qualifications

A bachelor's degree in business or a related field

business development

·Proficiency with TQM process evaluation techniques

·Lean Six Sigma Belt Certification (preferred)
·Experience developing employee training programs
·Advanced skills with Microsoft Office
·Excellent communication and organizational skills
When to use
What Lean Is Not

• Only applies to manufacturing companies

• A cost reduction program
• Delivery Less or Working Harder
• Just a set of tools like “5-S,Kaizan Events…..etc
• Automation or Implementation an IT System
• Reduce employees.

Lean Management Definitions

•"A systematic approach to identify &eliminate all forms of waste from the operation
processes “From Customer/Patients point of

A body of knowledge and tools organizations use to remove all Nonvalue-added (activity
or waste) from processes to improve

•Improvement system, like the Toyota Production System (TPS), that sets the framework
for how the whole enterprise

•"A way of thinking that aim to get rid of all wastes that burden a system"

Efficiency =is defined as the ability to produce something with a minimum amount of#

Lean Management

•Lean aims to identify and eliminate waste in order to maximize speed and

flexibility of business processes in order to

•Deliver what is needed,

What is Lean?

•When needed and

•In the quantity needed by the Customer.

Lean Management Application

•Lean has been adopted in many fields since its creation

Lean Principles
Benefits of Lean Healthcare

•Lean Healthcare cuts out wasted time and recourses

•Increase the process efficiency of admitting &treatment patients
•Improve Direct patient care process
•Allows more patients to be treated
•Allows Hospitals to leverage existing assets and generate higher margins

Patient Added Value

•An Activity that add value to the customer (Willing to pay for
•It is required by or important to the
•It change the things the being in
•It is done right the First time (i.e: without any Rework/Waste/Defect)#

Added Value
Wastes
Wastes

•It is the use of resources (time,material,labor,etc.)for doing something that customers

are not willing to pay for,and so it does not add value to the product or service provided.
Work process
1-Over-production

Is the worst of all wastes. It is producing more than is required to meet customer demand
or producing at faster speed than is

when providers do more than is needed by the customer at this

Example includes:

Unnecessary diagnostic

Ordering medications that the patient doesn't

ordering unnecessary lab tests

Over-Production#

2-Waiting

Waiting: for anything like People, material, machine or information, is a

Examples include:

 Patients waiting due to schedule Exceeding

 Waiting for beds, equipment, operating rooms,
 waiting for a prescription to be filled,
 Equipment /System Downtime,
 Out-of-Stock drugs Supplies

3-Transportation (Conveyance)

Transportation: We can define this waste as the physical movement of any equipment,
supplies or information in order to complete a task

Examples include:

 moving specialty beds between units, 

 moving equipment to-from a patient care area,
 transporting paper charts,
 asking a patient to carry forward a form to the next stop in the process#

4-Inventory (Stock)

Excess stock of anything is waste. Inventory takes up

 space,
 Money,
 May impact on safety

The obvious definition is inventory of supplies that are not needed

Examples include medical supplies that are overstocked, expired supplies or

medications, batched admissions or discharges processed at the end of a shift#
5-Motion

Any movement of People, material, or machinery that does not add value is waste of
motion Where transportation has to do with equipment, motion has to do with the
patient or staff member physically moving to complete the next step in the process. This
waste can be observed and captured using the spaghetti mapping technique. Examples
include: the nurse having to walk to the station to chart the medical record, the
housekeeper who needs to go outside of their assigned work area to find a missing
supply item#

6-Defects/Rework

This category of waste refers to all processing needed to correct Defects results in
additional time, materials energy, capability & labor his waste has to do with any error or
process step taken out of order that will require the staff to do more work in order to
correct the issue. Examples include changes to the schedule on the day of surgery that
are not communicated to the patient, wrong site surgery, improperly filled medications
at a pharmacy, distributing medication to the wrong patient#

7-Over Processing

Putting more work or effort into a part than is required by the customer is a waste.
Excessive processing does not add value for the customer; he will not pay for it. This is
the most difficult of the wastes to find. This waste has to do with extra steps in the
process that do not wasteless to the customer. In healthcare, this may present itself
many different ways. Examples include: collecting unnecessary information from the
patient, collecting that information more than once, ordering a panel of blood tests when
only one result from the panel is really needed#

8.The Waste of People's Skills (People Utilization)

underutilization of mental, creative, physical skills and abilities

This includes under This waste does not use people's skills to their This category has to
do with using the most appropriate level of staff to complete a task in a process.I
wouldn't anticipate that the chef would come directly to my table and take my order -
they are busy cooking the food for other patrons at my restaurant of choice.Similarly, in
healthcare, there are instances of tasks that are more appropriately carried out by
support staff.For example,when preparing to receive a new patient into a hospital
room,the housekeeping staff will clean and prepare the room according to a standard
set-up.If one of the clinical staff is required to clean the room,this takes that clinician
away from other patients and is not the best use of their talent and# 8.The Waste of
People's Skills (People Utilization)

  This includes underutilization of mental, creative, physical skills and abilities.

 This waste does not use people's skills to their fullest.

Table
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problems Solution

There seems to be a lot of Eliminate

waste wastes

There is a need to improve Simplify

work flows processes

Lean Management Model "TOYOTA"