Critical Condition: Why Change Is Needed Now Introduction: The Perfect Storm Quality of Care Access to Services Affordability of Healthcare Services Shortage of Resources Fundamentals of Improvement What Is Lean? Value-Added Activities Non-Value-Added Activities Themes of Lean Improvement: Continuous Improvement Themes of Lean Improvement: Respect for All People Seven Wastes Overproduction Waiting Overprocessing Inventory Motion Defects Transportation Principles of Improvement: Lean DNA Flow Concept Pull System Defect-Free Work Visual Management Kaizen Tools for Improvement Introduction Takt Time Clinic Example Direct (Time) Observation Loading Diagram Spaghetti Mapping and Circle Diagrams Circle Diagram Flow Diagram with Value-Added/Non-Value-Added Analyses Value-Added and Non-Value-Added Analyses Standard Work Process Control Summary Putting Tools Together A-3 Thinking Value Stream Mapping and Analysis Kaizen 5S Case Studies Revolutionizing Emergency Services: Enhanced Quality and Access Accelerating Productivity and Access in Diagnostic Imaging Creating the Ultimate Patient Experience: A Visit to an Orthopedic Clinic World Class Care at Inpatient Medical Unit Beyond the Hospital: Continuing Care in the Community Creating More Time for Quality Care: Streamlining Administration Summary Getting Started Define Measurable Outcomes Select and Map Value Streams Begin Improvement Sustain Improvement and Manage Visually 5S Process Control Results Management Support Improvement with Lean Training and Coaching Spread Improvement Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Leadership Lessons Learned Participate Walk the Value Streams Commit Resources to Ensure Success Facilitation Team Resources Improvement Supplies External Resources Hold People Accountable Engage Physicians Establish Governance Structure Address Antibodies Develop and Deliver Communication Strategy Redeployment versus Unemployment Demand and Monitor Results Expect improvement! Summary Glossary of Lean Terms Index >Principles of Improvement: Lean DNA Flow Concept Pull System Defect-Free Work Visual Management Kaizen Tools for Improvement Introduction Takt Time Clinic Example Direct (Time) Observation Loading Diagram Spaghetti Mapping and Circle Diagrams Circle Diagram Flow Diagram with Value-Added/Non-Value-Added Analyses Value-Added and Non-Value-Added Analyses Standard Work Process Control Summary Putting Tools Together A-3 Thinking Value Stream Mapping and Analysis Kaizen 5S Case Studies Revolutionizing Emergency Services: Enhanced Quality and Access Accelerating Productivity and Access in Diagnostic Imaging Creating the Ultimate Patient Experience: A Visit to an Orthopedic Clinic World Class Care at Inpatient Medical Unit Beyond the Hospital: Continuing Care in the Community Creating More Time for Quality Care: Streamlining Administration Summary Getting Started Define Measurable Outcomes Select and Map Value Streams Begin Improvement Sustain Improvement and Manage Visually 5S Process Control Results Management Support Improvement with Lean Training and Coaching Spread Improvement Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Leadership Lessons Learned Participate Walk the Value Streams Commit Resources to Ensure Success Facilitation Team Resources Improvement Supplies External Resources Hold People Accountable Engage Physicians Establish Governance Structure Address Antibodies Develop and Deliver Communication Strategy Redeployment versus Unemployment Demand and Monitor Results Expect improvement! Summary Glossary of Lean Terms Index p; Flow Diagram with Value-Added/Non-Value-Added Analyses Value-Added and Non-Value-Added Analyses Standard Work Process Control Summary Putting Tools Together A-3 Thinking Value Stream Mapping and Analysis Kaizen 5S Case Studies Revolutionizing Emergency Services: Enhanced Quality and Access Accelerating Productivity and Access in Diagnostic Imaging Creating the Ultimate Patient Experience: A Visit to an Orthopedic Clinic World Class Care at Inpatient Medical Unit Beyond the Hospital: Continuing Care in the Community Creating More Time for Quality Care: Streamlining Administration Summary Getting Started Define Measurable Outcomes Select and Map Value Streams Begin Improvement Sustain Improvement and Manage Visually 5S Process Control Results Management Support Improvement with Lean Training and Coaching Spread Improvement Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Leadership Lessons Learned Participate Walk the Value Streams Commit Resources to Ensure Success Facilitation Team Resources Improvement Supplies External Resources Hold People Accountable Engage Physicians Establish Governance Structure Address Antibodies Develop and Deliver Communication Strategy Redeployment versus Unemployment Demand and Monitor Results Expect improvement! Summary Glossary of Lean Terms Index ical Unit Beyond the Hospital: Continuing Care in the Community Creating More Time for Quality Care: Streamlining Administration Summary Getting Started Define Measurable Outcomes Select and Map Value Streams Begin Improvement Sustain Improvement and Manage Visually 5S Process Control Results Management Support Improvement with Lean Training and Coaching Spread Improvement Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Leadership Lessons Learned Participate Walk the Value Streams Commit Resources to Ensure Success Facilitation Team Resources Improvement Supplies External Resources Hold People Accountable Engage Physicians Establish Governance Structure Address Antibodies Develop and Deliver Communication Strategy Redeployment versus Unemployment Demand and Monitor Results Expect improvement!