Lean in the OR is a collection of case histories and articles on applying Lean in the OR, written by two experienced Lean consultants. Topics covered include: 
 * 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 * Is the Invasive Center the Future? * Staff Engagement in the OR * Prioritizing Instrument Sets * Use of Checklists in the OR 
 The book is a 72-page easy read, based on actual Kaizen projects conducted by Leonardo Group Americas, and you'll find many ideas applicable to your OR or your Lean Hospital efforts.

Lean in the OR (Lean for Hospitals)

Medical Books

Leone, Gerard

Rahn, Richard

Administration & Medicine Economics

Flow Publishing

In spite of its widespread and growing acceptance around the world, a clear explanation of the methods of flow manufacturing has been lacking. In Fundamentals of Flow Manufacturing, flow veterans Gerard Leone and Richard D. Rahn fill this void with a step-by-step exposition of flow manufacturing strategies. Presenting the implementation process with entertaining and easy-to-understand examples, case histories and war stories, Leone and Rahn make it possible for both manufacturing and non-manufacturing professionals to understand how this strategy applies to them. The benefits include fast response time to customers, error-free processes, high quality and productivity, and the ability to compete in today’s global economy. 
Leone and Rahn are experts in flow manufacturing, and as trainers and consultants they have implemented flow in some of the world’s largest companies, including GE, Boeing, Kodak, Applied Materials and Emerson Electric. Mr. Rahn is also the author of Advanced Flow Manufacturing, published in 2001.

Fundamentals of Flow Manufacturing

Rahn, Richard D.

Business & Money

Flow Pub

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

Quick Changeover in the OR (Lean for Hospitals)

This book describes the Kanban method in detail from the OR perspective and for application in the OR. However, the contents of this book apply to the hospital in general as well, and the Kanban method has application in Central Stores, on nursing floors, in the ED, and any place where supplies are used and stored. Subjects covered include:  Chapter 1: The Benefits of Lean Supplies Management  Chapter 2: Eight Reasons Why Par Doesn t Work Well  Chapter 3: Converting Skeptics, Par vs. Kanban Simulation  Chapter 4: A Brief History of the Kanban Method  Chapter 5: Kanban Basics, The Two-Bin Method  Chapter 6: The Lean Supplies Management Roadmap  Chapter 7: Organizing Medical Supplies  Chapter 8: Kanban Inside the OR  Chapter 9: Advanced Kanban, Multi-Bin and Single Use  Chapter 10: Perpetual Inventory and High Value Items  Chapter 11: Kanban in the OR Examples  Chapter 12: Kaizen, Guidelines for Making it Happen

Supplies Management in the OR (Lean for Hospitals)

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 Customer Chapter 2: Identify the Value Chapter 3: Identify the Processes Chapter 4: Draw the Process Relationships Chapter 5: Establish Process Times Chapter 6: Gather Process Ancillary Data Chapter 7: Identify Process Delays Chapter 8: Calculate Performance Metrics Chapter 9: Identify Sources of Waste Chapter 10: Brainstorm Solutions Chapter 11: Assign Solutions to Kaizen Events Chapter 12: Develop Kaizen Project Plan Chapter 13: Draw Future State VSM Chapter 14: Present Results Chapter 15: Epilogue

Value Stream Mapping in the OR (Lean for Hospitals)

This book is aimed at hospital leaders desiring to make their hospital a Lean Hospital. It provides a step-by-step recommended implementation path, including tangible tools and knowledge that will enable you to avoid reinventing the wheel and achieve results quickly. The content of the Roadmap for the Lean Hospital book was developed based on the instructor's hands-on experience implementing the tools and principles of Lean in hospitals across the United States since 2002.

Roadmap for the Lean Hospital (Lean for Hospitals)

In todays hyper-competitive world, organizations need to make high performance and continuous improvement their highest priority. From a variety of process improvement philosophies and methods, one has emerged as the clear winner: Lean. Based on work by pioneers like Frederick Winslow Taylor, and Frank and Lillian Gilbreth, matured by global organizations like the Toyota Motor Company, and adapted world-wide since the 1980s, companies that have embraced Lean have consistently risen to the top of their industries. This is true for both manufacturing and non-manufacturing organizations, like hospitals. The heart of the Lean method for manufacturing is flow, the ability to do work as a continuous, uninterrupted process, without waste, mistakes, or delays. The more that work can flow, the closer the company gets to high profitability, fast response time, zero waste, happy customers, and a host of other benefits. All of the extensive tools of Lean are focused on this objective: to be able to flow work. More specifically, organizations need to flow work of different types, the concept of Mixed Model production. The Complete Guide to Mixed Model Line Design is a practical guidebook that explains the Lean line design method, step-by-step and in plain English. This data-driven approach has been implemented successfully thousands of times, and has been proven in every industry. The Complete Guide to Mixed Model Line Design, and the methodology it explains, should be a part of every organizations improvement strategy, and be a part of the training for everyone involved in continuous improvement. This book also includes a CD with supporting Excel worksheets and additional documentation.

The Complete Guide to Mixed Model Line Design: Designing the Perfect Value Stream

Management & Leadership

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