Lean activity

Description

Value stream mapping (VSM)

Visual tool plotting all processes required to deliver a healthcare service. VSM facilitates enhanced understanding of the flow of patients, supplies, or information through a healthcare process (RQHR 2015).

Rapid process improvement workshop (RPIW)

Generally a week‐long event during which teams of patients and their families, staff, and clinicians focus on a single problem, identify the root cause, create solutions, and implement sustainable changes (SHR 2015)

5S events

Stands for ‘Sort, Sweep, Simplify, Standardise, Sustain/Self‐Discipline’; represents a set of concepts that ensure a clean and well‐organised workplace (RQHR 2015)

A3 problem solving

Standardised method of addressing problems utilising an A3 report ‐ a standardised form for planning and report writing. Content follows the plan‐do‐study‐act (PDSA) cycle (A3 Thinking 2015).

Gemba walk

Japanese term that means ‘the workplace’. This term simply refers to the ‘work floor’ or unit where necessary patient care is provided (SHR 2015). Refers to the action of a manager or CEO spending time on the hospital floor and speaking to front‐line staff who understand problems and shortcomings of the organisation (Black 2008)

'Stop the Line' techniques

Derived from manufacturing (specifically, the assembly line); term refers to the act of enabling all healthcare professionals to immediately stop the line (a process of care) when a defect or error is realised. This prevents errors from being passed on and makes causes of errors more salient (JBA 2014).

Levelled production

Refers to elimination of unnecessary variation (unevenness) in health care to avoid bottlenecks and backups, which can lead to patient wait times and wasted time for healthcare professionals (Black 2008). Requires rigorous study of organisational processes and scheduling of patients and clients according to actual or forecasted demand (Black 2008)

Daily visual management (DVM)

System aimed at improving communication and ensuring that information is available when needed. Achieved by displaying objectives, metrics, and progress transparently and using measures (e.g. staff injuries, patient falls) to manage change (RQHR 2015). Closely linked to the wider strategic management system or policy deployment system of an organisation (Black 2008)

Kanban

Just‐In‐Time inventory management system which utilizes visual indicators to limit excess inventory and trigger the acquisition or production of specified goods (Black 2008)

Standard work

Details the steps in a course of treatment or health care in a multi‐disciplinary care plan. Prescribes a uniform way to achieve a desired service or patient outcome based on best available evidence. Serves as the basis for any kind of improvement (RQHR 2015)

DVM: daily visual management.

PDSA: plan‐do‐study‐act cycle.

RPIW: rapid process improvement workshop.

VSM: value stream mapping.