Lean production systems were originally developed by Toyota as its core comprehensive management system. The term “lean” is used because of its focus on using only those resources (e.g., people, supplies, equipment) that are needed to do an organization’s work. Lean thinking specifies three types of work: Value Added, Required Non-Value Added (e.g. requirements of regulators and payers), and Non-Required Non-Value Added (waste). The core focus of Lean is to develop work processes that minimize waste as a core strategy in order to maximize profit. Specific examples of waste identified by Lean that are of particular relevance to healthcare include reducing / eliminating:

• delays
• rework and workarounds
• defects and errors
• excess searching for information, supplies, et cetera
• producing services and products that are not needed

Beginning in June of 2009, CHCQ will launch a Lean Training Initiative. Approximately 4 to 6 teams will participate in this initiative and each team will work on high impact, strategically important projects. For additional information about the basics of Lean and its application within the hospital setting, please contact: Doug Wakefield, Director of CHCQ at wakefieldds@health.missouri.edu or Eric Rosenhauer, Associate Director, Performance Improvement, University Physicians at rosenhauere@health.missouri.edu.