TY - JOUR
T1 - Lean Strategies in the Operating Room
AU - Robinson, Stephen T.
AU - Kirsch, Jeffrey R.
N1 - Publisher Copyright:
© 2015 Elsevier Inc.
PY - 2015
Y1 - 2015
N2 - Lean strategies can be readily applied to health care in general and operating rooms specifically. The emphasis is on the patient as the customer, respect and engagement of all providers, and leadership from management. The strategy of lean is to use continuous improvement to eliminate waste from the care process, leaving only value-added activities. This iterative process progressively adds the steps of identifying the 7 common forms of waste (transportation, inventory, motion, waiting, overproduction, overprocessing, and defects), 5S (sort, simplify, sweep, standardize, sustain), visual controls, just-in-time processing, level-loaded work, and built-in quality to achieve the highest quality of patient care.
AB - Lean strategies can be readily applied to health care in general and operating rooms specifically. The emphasis is on the patient as the customer, respect and engagement of all providers, and leadership from management. The strategy of lean is to use continuous improvement to eliminate waste from the care process, leaving only value-added activities. This iterative process progressively adds the steps of identifying the 7 common forms of waste (transportation, inventory, motion, waiting, overproduction, overprocessing, and defects), 5S (sort, simplify, sweep, standardize, sustain), visual controls, just-in-time processing, level-loaded work, and built-in quality to achieve the highest quality of patient care.
KW - 5S
KW - Just in time production
KW - Leader standard work
KW - Lean management
KW - Level loading
KW - Standard work
KW - Waste
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U2 - 10.1016/j.anclin.2015.07.010
DO - 10.1016/j.anclin.2015.07.010
M3 - Review article
C2 - 26610625
AN - SCOPUS:84961960507
SN - 1932-2275
VL - 33
SP - 713
EP - 730
JO - Anesthesiology Clinics
JF - Anesthesiology Clinics
IS - 4
ER -