A Lean Start

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Submitted By jpfocus
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Pages 3
A Lean Start
James Swisher, PE Vice President, Project Management & Continuous Improvement
Mary Washington Healthcare, Fredericksburg, VA

Agenda
• • • • • • Background Roadmaps Planning for Lean Self Training Lean Leaders Monthly Meeting Agenda • • • • • • • Yellow Belt Program Results What’s Worked Well Challenges Lessons Learned In Progress / Future Management Buy-in

Background – Health System
• Mary Washington Healthcare (MWHC)
– Since 1899

• Over 40 facilities and services
– Mary Washington Hospital – 437 beds – Stafford Hospital – 100 beds – Emergency and Outpatient Center – Snowden at Fredericksburg – Women’s Health Institute

• Approximately 5,000 employees

Background – Project Management
• Consultant engagement – Lean projects identified • Project Management & Continuous Improvement (PMCI) – September 2010
– Project Management Office – Industrial Engineer/Lean Expert

• Corporate Efficiency & Operations Committee • Leadership Commitment to Lean
– Executive Leadership Training, July 2011 – Executive Office Training, 2011

Envisioned Roadmap for Lean
Consultants identify projects

PMCI created with initial staff

Associates trained as Lean Leaders & Lean Master Leaders

Lean Leaders paired with projects

Ongoing Lean communication and education to the Organization

Planning for Lean
• Lean Training Research
– Multiple national providers – Institute of Industrial Engineers (IIE)

• Trainee Selection • Lean Green Belt Certification Training
– Three-day, on-site course – 17 employees certified – November 2010 – Lean Hospitals and The Kaizen Event Planner

Self Training
• IIE – MWHC PMCI Partnership
– QTP (Qualified Training Provider)

• PMCI-trained employees
– Class 2 – 16 students – Class 3 – 18 students – Class 4 – 20 students

• 72 employees trained
– 62 current

Lean Leaders
• MWHC employees…...

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