-
https://d1y502jg6fpugt.cloudfront.net/13418/archive/files/7cc4e3bebf98bba959d5216423fb3c73.pdf?Expires=1712793600&Signature=G8PpUxEnjnBWlB%7EgtT%7E-onbE6wDMiqMylXze0UmN0V4MRQ90U%7Ez8nvblqVYBjzPmCjp1Lg6JjM%7EPCFcEeCOz1nNSMnYpm1zMm84N1f%7EQn5mDevTrsN09ryftP8vjB-D3TDwRU9DvFPgxF%7EHx9fqNyk3adMpGYWDUO9W8zrIjtZ9yZL0hDnJPWNLq5XIH531V6wIkYRY8jKQISkOc7uvaKsO52rvoG2enjHW%7E9QMSdA0XGUMlD4mQqgIm8E2RmQVIfr2O-Jxk7vhzKxm47w8T69wtZ1tmK5AcYKnVSGyRc-%7E35bisirR%7EW4iUqxx-pdf7VRAZBT0TAyBsqM7QcdoZSQ__&Key-Pair-Id=K6UGZS9ZTDSZM
9d6b3332ea6d183e4ac064007356b4ec
PDF Text
Text
“Where’s the Thing”?
Can Kanban Improve Efficiency? - Spread in our Supply Chain
The Problem
The problem is the variance in setting par levels for supplies stocked on patient units.
There was no standardized process for reordering supplies causing variance for par
stockers and end users resulting in the over and under stocking of supplies.
Aim/Goal
The goal is to create a standardized process that will remove variance from
reordering supplies for the benefit of both the par stockers and the end users.
The Team
Kanban in the other two stocking areas of the unit to complete the full
implementation in the unit.
Using the lessons learned from implementing the system on CC7 we decided to
implement it on Farr 9 to get better baseline metrics from having the system
operate with two different par stockers.
The Results/Progress to Date
Kanban completed on CC7 and Farr 9 but we are early in the process of gathering
metrics to be able to get a full grasp of the benefits or disadvantages this process
has on the two units.
CC7 Staff
Farr 9 Staff
Jenine Davignon MBA, Management Engineer (Business Transformation)
Ryan Erskine, Project Manager (Materials)
Brian Bertrand, Supervisor (Materials)
Bill Pyne, Director (Materials)
Judy Hebert, O.R. Material Manager (Peri-operative Services)
The Interventions
Through our Rapid Improvement Events (RIE) we look for ways to improve upon the
foundation of established processes we have already put in place here at BIDMC.
Through meetings with Business Transformation and the staff on CC7 we
decided to try a Kanban supply replenishment system.
Many hours were spent on CC7, the first unit we attempted to Kanban, going
through data and meeting with the end users to try to adopt functional par
levels.
Starting with the med room on CC7 we went through each item and created a
two bin trigger system that would set a signal for the par stocker to reorder.
Beginning with just the med room we were able to create a controlled
environment where we would be able to trial our concepts in a real time setting
while causing little disturbance to the daily functions of the unit.
Once a successful process was established in the med room we prepared to
launch the new system to the two other supply areas on CC7 using a power
point presentation with strong visual representation of the process and how
the system would work.
After staff assimilated to the medroom and the new system seemed to be
working well over the next couple of months we began implementing the
Lessons Learned
There was and still is a large learning curve in how the system works and
operates.
We learned we had to create ways to make a side by side bin system work so
only one bin would be used before the other, in order for the system to flow.
We are all still learning. Being new to this process and the intricacies that work
within it we work to make this system better day by day.
Constant communication and feedback from all parties is crucial for success.
Next Steps/What Should Happen Next
Our next steps in the process are to continue to gather and study the data from
the floor over the next couple of months to see how the system is working.
We will reconvene and weigh the pros and cons of the new process and decide
whether to spread this process to other supply areas.
For More Information Contact
Ryan Erskine, Project Manager/rerskine@bidmc.harvard.edu
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Silverman Symposium
Description
An account of the resource
Each year the Silverman Symposium poster session offers BIDMC staff and affiliates the opportunity to share experiences and learn about efforts to improve Quality and Safety.
Date
A point or period of time associated with an event in the lifecycle of the resource
2021
Silverman Poster
Primary Contact
If you would like more information about this project, contact this person. Make email address clickable.
Ryan Erskine (<a href="mailto:rerskine@bidmc.harvard.edu">rerskine@bidmc.harvard.edu</a>)
Department
Any departments listed on the poster or identified in the spreadsheet.
Support Services
Materials Management
BIDMC Location
The BIDMC location where the poster team resides if identified in spreadsheet. If not identified, choose BIDMC.
BIDMC
Project Team
CC7 Staff<br />Farr 9 Staff <br />Jenine Davignon <br />Ryan Erskine<br />Brian Bertrand<br />Bill Pyne<br />Judy Hebert
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Where's The Thing? Can Kanban Improve Efficiency? Spread In Our Supply Chain
Date
A point or period of time associated with an event in the lifecycle of the resource
2012
Format
The file format, physical medium, or dimensions of the resource
pdf
Efficiency