Value Stream Management (VSM) is a proven and effective step-by-step methodology for understanding and applying the principles and practices of the Toyota Production System (i.e., Lean) within an healthcare organization. The Toyota Production System is known for its world-class practices of having efficient processes with standards that are being adhered to, while empowering employees to find and eliminate waste. These types of efforts are also referred to as Lean. As authors, we have found continued success in applying the Value Stream Management methodology in the hospitals, clinics, and labs. You will be introduced to many of these successes throughout the book as topical anecdotes. The specific tools and practices of Lean and the implementation plan via the Value Stream Management process will be thoroughly explained. VSM or Lean Healthcare will improve overall facility efficiencies while improving patient care and safety. It should also be noted that the content in this book will support any and all Six Sigma projects. The VSM process is similar to treating a patient. It requires people (i.e., healthcare providers, aides, technicians, administrative support, etc.) and vendors (suppliers for medical equipment, pharmaceutical companies, etc.) working together to effectively yield the benefits of Lean throughout the entire supply chain. As the treatment of a patient is individually tailored, Lean must also be tailored to the facility, department, and/or process in which it will be used. In this book you will learn how to: 1) Apply the Value Stream Management methodology to specific projects within your facility 2) Educate staff on the fundamentals of Lean so that Lean can be part of everyone s job each and every day 3) Create a business case to inform the staff on the need for Lean or continuous improvement 4) Determine where waste lies in processes and facilitate ideas on how to eliminate waste through Total Employee Involvement (TEI) 5) Create current and future state maps, as well as a plan for implementation 6) Accelerate improvements activities 7) Select projects and apply the Lean tools 8) Improve patient (direct), as well as non-patient (non-direct), care processes 9) Document improvement activities to convey to management the success Lean can have on improving the bottom-line and 10) Allow Lean to become a way of life in an ever-changing and demanding environment. Value Stream Management for Lean Healthcare will provide you with the fundamental process (and steps) to implement Lean. Value Stream Management for Lean Healthcare has been segmented into the four main chapters of Assess, Diagnosis, Treat, and Prevent. These chapters will provide the skeletal framework on how the Lean tools and practices can be effectively applied in your Lean journey. Just as patients care requires a thorough history and physical exam to assist in determining a plan of cure for a patient; likewise, this book will provide a similar approach for the treatment and cure of your facilities process ailments. A great resource for applying a methodology to continuous improvement in healthcare. Finally, a book that tells how it is. I like the additional stories and case studies. Four simply steps that any hospital, lab, or clinic can do! -- Coby Hillstrum, MSN, VP Quality, Troy Hills Medical Center Beyond the Learning to See for healthcare, this is the Learning to Do for healthcare. Finally a book that steps you through a complete and practical case study. Any type manager in healthcare would find value in this book! -- Julian Archer-Handover - Midwest Health Alliance Great book for healthcare organizations in their continuous improvement journey. This book is full of step-by-step instructions as well as numerous case studies of successful Lean projects. -- James Hogan, Director, Continuous Improvement, St. John Medical Center Don Tapping authored the best selling book, Value Stream Management for the Lean Office (Productivity Press 2003), Who Hollered Fore?, 5S for the Desktop (PC) (2009), Lean Office Demystified II and numerous other books on business performance - setting the bar for administrative Lean improvements. Don has a B.A. from The University of Michigan and an MBA from The University of Notre Dame. Susan F. Kozlowski, MSA, MT(ASCP)SBB DLM, CSSBB(ASQ) was one of the first Lean Six Sigma Black Belts at St. John Health. After completing numerous projects in areas such as inpatient flow, bed management, the Emergency Department, Surgical Services, and Registration, Sue served as the Coordinator for the St. John Health Lean Six Sigma Leadership Education program, certifying over 350 leaders within two years. Currently, Sue is the Manager of Performance Improvement at Henry Ford Hospital in Detroit, helping to implement Lean flow for inpatient throughout. Sue's background is in clinical laboratory operations, and she is Adjunct Associate Professor in the Eugene Applebaum College of Pharmacy and Health