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What is Standard Work??

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by

Brandy Chaney

on 8 July 2015

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Transcript of What is Standard Work??

What is Standard Work??
Real World Example
Without standard work, there can be no continuous improvement - it is the basis for Lean transformation!
A written description of an activity done (actual work steps) in the same sequence and manner every time with the least possible amount of time in order to meet customer specifications

Knowing what to do, how to do it, and when to do it every time the process cycle occurs

Having the right supplies and equipment available when they are needed and in the right quantity (Just-In-Time).
Healthcare
Examples
Clinical pathways, protocols, practice guidelines for disease state or DRG management

Standard Operating Procedure(s) for a treatment or case, including patient prep and discharge

Organizational Policy and Procedures
departmental
hospital wide
ministry wide


Critical Components
Step 1: Evaluation
Evaluate the current situation.

Interview other coworkers (nurses, resp, unit secretary, nurse tech, leadership) involved for input.

If possible, observe others performing the process.

Step 2: Identify Opportunities
When examining the process, look for areas where flow is interrupted, patients or supplies accumulate, or where the process has been known to break down. Use the observations from the “Evaluation” step. Use the 8 wastes (acronym TIMEDOWN) as a guide for identifying and removing WASTE:
Examples of the 8 wastes:

T
ransportation
- Transporting lab specimens, patients, supplies

I
nventory
- Supplies, dictation awaiting transcription

M
otion -
Searching for charts/supplies

E
xcessive Processing
- Excessive paperwork, unnecessary tests

D
efects
- Medication errors, wrong site surgery

O
ver production
- Preparing IVs ahead of time

W
aiting
- Waiting for bed assignments, treatments

N
ot utilizing resources
- RNs doing non-clinical paperwork, idle equipment

Use this step to make improvements in the process.

Use Lean tools, such as 6S, Brainstorming or A3/A4 to find areas for improvement, if needed.

Error Proof the process. Ask yourself "If steps are followed exactly, can errors occur?" If yes, is there another step that can be added to prevent this?
Step 3: Modify the Process
Give it a trial run in the real world.

Need to demonstrate the feasibility and the success of the changes

Trystorming -
team participants will in real time make whatever changes are need based upon feedback from workers in the process.
Step 4: Pilot and Validate the Improvements
Train all personnel affected by the changes by verbal communication and written documentation

Install as many visual indicators, controls, signals, etc as possible.

Have quantifiable measures to make sure the changes made are making the progress you want.

Process owner(s) documents the Standard Work
Step 5: Implement New Standard
Represent the best, easiest, and safest way to do a job

Offer the best way to preserve know-how and expertise

Provide a way to measure performance

Show the relationship between cause and effect

Provide a basis for both maintenance and improvement

Provide a basis for training

Create a basis for audit or diagnosis

Provide a means for preventing recurrence of errors

Minimizes variability
Key Features
Full transcript