Bøker av Richard Rahn

One of the first steps in a Lean initiative is the development of several Value Stream Maps, flowcharts that document all of the processes required to deliver a product or service from start to finish. A hospital will have many different value streams that will need to be developed, including the work done in the OR. This readable book presents the Lean Roadmap for Value Stream Mapping in the OR, the steps needed to successfully complete a Value Stream Mapping project. Discussed are the steps to creating a Current State map, a Future State map, and a Master Plan to achieve the future state. Table of Contents Introduction to Value Stream Mapping Roadmap Chapter 1: Identify the CustomerChapter 2: Identify the ValueChapter 3: Identify the ProcessesChapter 4: Draw the Process Relationships Chapter 5: Establish Process TimesChapter 6: Gather Process Ancillary DataChapter 7: Identify Process DelaysChapter 8: Calculate Performance Metrics Chapter 9: Identify Sources of WasteChapter 10: Brainstorm SolutionsChapter 11: Assign Solutions to Kaizen Events Chapter 12: Develop Kaizen Project PlanChapter 13: Draw Future State VSMChapter 14: Present ResultsChapter 15: Epilogue

Quick Changeover refers to the ability to prepare an OR suite or patient room for the next procedure or patient, in the minimum time possible, without errors, and without rushing. Quick Changeover has been a core method in the world of manufacturing (it is also called SMED in that world), but the same basic approach can be applied to the changeover of an OR suite, a patient room, or any case where we need to improve asset utilization. This clear explanation of the Quick Changeover process will help your hospital get started on the right foot, with this fundamental and essential discipline. The following topics are included in this 100-page book: * Chapter 1: The Benefits of OR Suite Quick Changeover * Chapter 2: History of the Quick Changeover Method * Chapter 3: Getting Ready for Quick Changeover * Chapter 4: Separating Internal and External Steps * Chapter 5: Converting Internal Steps to External Steps * Chapter 6: Streamlining Changeover Work Flow * Chapter 7: Quick Changeover and Supplies Management * Chapter 8: Standard Work and Quick Changeover * Chapter 9: Measuring OR Suite Changeover Performance * Chapter 10: Case History: Revolution in the OR * Chapter 11: Kaizen: Guidelines for Making it Happen

Flow Publishing is happy to announce the release of its latest book, Lean in the OR. In this short, 72-page book the authors discuss eleven Lean topics pertinent to the operation of an Operating Room, including the following: * Eliminating Waste in the OR * Managing Supplies and Materials * The Par Level Myth Exposed * Kanban Systems in the OR * Standard Work in the OR * Quick Changeover in the OR * Instrument Set Flow in the OR * Staff Engagement in the OR * Prioritizing Instrument Sets * Use of Checklists in the OR

People learn best, and remember what they learned, through hands-on exercises. Training in process improvement will invariably include a simulation component, where students will immediately apply what they have learned intellectually. Typical Lean simulations for hospitals include Batch vs. Flow, Par Level versus Kanban, Quick Changeover, Quality Work and Employee Flexiblity. Lean Training Tools in the OR is an instruction booklet with scripts and support materials to conduct all of these exercises.