Lean was born out of manufacturing practices but in recent time has transformed the world of knowledge work and management. It encourages the practice of continuous improvement and is based on the fundamental idea of respect for people. Womack and Jones defined the five principles of Lean manufacturing in their book 'The Machine That Changed the World'. The five principles are considered a recipe for improving workplace efficiency and include: 1) defining value, 2) mapping the value stream, 3) creating flow, 4) using a pull system, and 5) pursuing perfection. The next sections provides a detailed overview of each principle.
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The Five Lean Principles Explained:
Figure 1. The Five Lean Principles
1. Define Value
To better understand the first principle of defining customer value, it is important to understand what value is. Value is what the customer is willing to pay for. It is paramount to discover the actual or latent needs of the customer. Sometimes customers may not know what they want or are unable to articulate it. This is especially common when it comes to novel products or technologies. There are many techniques such as interviews, surveys, demographic information, and web analytics that can help you decipher and discover what customers find valuable. By using these qualitative and quantitative techniques you can uncover what customers want, how they want the product or service to be delivered, and the price that they afford.
2. Map the Value Stream
The second Lean principle is identifying and mapping the value stream. In this step, the goal is to use the customer's value as a reference point and identify all the activities that contribute to these values. Activities that do not add value to the end customer are considered waste. The waste can be broken into two categories: non-valued added but necessary and non-value & unnecessary. The later is pure waste and should be eliminated while the former should be reduced as much as possible. By reducing and eliminating unnecessary processes or steps, you can ensure that customers are getting exactly what they want while at the same time reducing the cost of producing that product or service.
3. Create Flow
After removing the wastes from the value stream, the following action is to ensure that the flow of the remaining steps run smoothly without interruptions or delays. Some strategies for ensuring that value-adding activities flow smoothly include: breaking down steps, reconfiguring the production steps, leveling out the workload, creating cross-functional departments, and training employees to be multi-skilled and adaptive.
4. Establish Pull
Inventory is considered one of the biggest wastes in any production system. The goal of a pull-based system is to limit inventory and work in process (WIP) items while ensuring that the requisite materials and information are available for a smooth flow of work. In other words, a pull-based system allows for Just-in-time delivery and manufacturing where products are created at the time that they are needed and in just the quantities needed. Pull-based systems are always created from the needs of the end customers. By following the value stream and working backwards through the production system, you can ensure that the products produced will be able to satisfy the needs of customers.
5. Pursue Perfection
Wastes are prevented through the achievement of the first four steps: 1) identifying value, 2) mapping value stream, 3) creating flow, and 4) adopting a pull system. However, the fifth step of pursuing perfection is the most important among them all. It makes Lean thinking and continuous process improvement a part of the organizational culture. Every employee should strive towards perfection while delivering products based on the customer needs. The company should be a learning organization and always find ways to get a little better each and every day.
Applying the Principles
The five Lean principles provide a framework for creating an efficient and effective organization. Lean allows managers to discover inefficiencies in their organization and deliver better value to customers. The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing all 5 principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. Command tab plus 1 93 inches.
Use The Lean Way to enable teams of all types and across all levels of your organization to apply Lean principles to their work. Get started with a free 14 day trial.
Section 6: Disseminating Data and Interpretations
'Development of a reasonably effective primary surveillance system took time. Usually, 2 full years were required. Experience showed that development was best achieved by establishing for each administrative unit of perhaps 2–5 million population, a surveillance team of perhaps two to four persons with transport. Each team, in addition to its other duties in outbreak containment, visited each reporting unit regularly to explain and discuss the program, to distribute forms (and often vaccine), and to check on those who were delinquent in reporting. Regularly distributed surveillance reports also helped to motivate these units. Undoubtedly, the greatest stimulus to reporting was the prompt visit of the surveillance team for outbreak investigations and control whenever cases were reported. This simple, obvious, and direct indication that the routine weekly reports were actually seen and were a cause for public health action did more, I am sure, than the multitude of government directives which were issued.' [Emphasis added](25)
As Langmuir(2) emphasized, the timely, regular dissemination of basic data and their interpretations is a critical component of surveillance. Data and interpretations should be sent to those who provided reports or other data (e.g., health-care providers and laboratory directors). They should also be sent to those who use them for planning or managing control programs, administrative purposes, or other health-related decision-making.
Dissemination of surveillance information can take different forms. Perhaps the most common is a surveillance report or summary, which serves two purposes: to inform and to motivate. Information on the occurrence of health problems by time, place, and person informs local physicians about their risk for their encountering the problem among their patients. Other useful information accompanying surveillance data might include prevention and control strategies and summaries of investigations or other studies of the health problem. A report should be prepared on a regular basis and distributed by mail or e-mail and posted on the health department's Internet or intranet site, as appropriate. Increasingly, surveillance data are available in a form that can be queried by the general public on health departments' Internet sites.(24)
50 solarize lightroom presets download free. A surveillance report can also be a strong motivational factor in that it demonstrates that the health department actually looks at the case reports that are submitted and acts on those reports. Such efforts are important in maintaining a spirit of collaboration among the public health and medical communities, which in turn, improves the reporting of diseases to health authorities.
3. Create Flow
After removing the wastes from the value stream, the following action is to ensure that the flow of the remaining steps run smoothly without interruptions or delays. Some strategies for ensuring that value-adding activities flow smoothly include: breaking down steps, reconfiguring the production steps, leveling out the workload, creating cross-functional departments, and training employees to be multi-skilled and adaptive.
4. Establish Pull
Inventory is considered one of the biggest wastes in any production system. The goal of a pull-based system is to limit inventory and work in process (WIP) items while ensuring that the requisite materials and information are available for a smooth flow of work. In other words, a pull-based system allows for Just-in-time delivery and manufacturing where products are created at the time that they are needed and in just the quantities needed. Pull-based systems are always created from the needs of the end customers. By following the value stream and working backwards through the production system, you can ensure that the products produced will be able to satisfy the needs of customers.
5. Pursue Perfection
Wastes are prevented through the achievement of the first four steps: 1) identifying value, 2) mapping value stream, 3) creating flow, and 4) adopting a pull system. However, the fifth step of pursuing perfection is the most important among them all. It makes Lean thinking and continuous process improvement a part of the organizational culture. Every employee should strive towards perfection while delivering products based on the customer needs. The company should be a learning organization and always find ways to get a little better each and every day.
Applying the Principles
The five Lean principles provide a framework for creating an efficient and effective organization. Lean allows managers to discover inefficiencies in their organization and deliver better value to customers. The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing all 5 principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. Command tab plus 1 93 inches.
Use The Lean Way to enable teams of all types and across all levels of your organization to apply Lean principles to their work. Get started with a free 14 day trial.
Section 6: Disseminating Data and Interpretations
'Development of a reasonably effective primary surveillance system took time. Usually, 2 full years were required. Experience showed that development was best achieved by establishing for each administrative unit of perhaps 2–5 million population, a surveillance team of perhaps two to four persons with transport. Each team, in addition to its other duties in outbreak containment, visited each reporting unit regularly to explain and discuss the program, to distribute forms (and often vaccine), and to check on those who were delinquent in reporting. Regularly distributed surveillance reports also helped to motivate these units. Undoubtedly, the greatest stimulus to reporting was the prompt visit of the surveillance team for outbreak investigations and control whenever cases were reported. This simple, obvious, and direct indication that the routine weekly reports were actually seen and were a cause for public health action did more, I am sure, than the multitude of government directives which were issued.' [Emphasis added](25)
As Langmuir(2) emphasized, the timely, regular dissemination of basic data and their interpretations is a critical component of surveillance. Data and interpretations should be sent to those who provided reports or other data (e.g., health-care providers and laboratory directors). They should also be sent to those who use them for planning or managing control programs, administrative purposes, or other health-related decision-making.
Dissemination of surveillance information can take different forms. Perhaps the most common is a surveillance report or summary, which serves two purposes: to inform and to motivate. Information on the occurrence of health problems by time, place, and person informs local physicians about their risk for their encountering the problem among their patients. Other useful information accompanying surveillance data might include prevention and control strategies and summaries of investigations or other studies of the health problem. A report should be prepared on a regular basis and distributed by mail or e-mail and posted on the health department's Internet or intranet site, as appropriate. Increasingly, surveillance data are available in a form that can be queried by the general public on health departments' Internet sites.(24)
50 solarize lightroom presets download free. A surveillance report can also be a strong motivational factor in that it demonstrates that the health department actually looks at the case reports that are submitted and acts on those reports. Such efforts are important in maintaining a spirit of collaboration among the public health and medical communities, which in turn, improves the reporting of diseases to health authorities.
Principle 5 6 Inch
State and local health departments often publish a weekly or monthly newsletter that is distributed to the local medical and public health community. These newsletters usually provide tables of current surveillance data (e.g., the number of cases of disease identified since the last report for each disease and geographic area under surveillance), the number of cases previously identified (for comparison with current numbers), and other relevant information. They also usually contain information of current interest about the prevention, diagnosis, and treatment of selected diseases and summarize current or recently completed epidemiologic investigations.
At the national level, CDC provides similar information through the MMWR, MMWR Annual Summary of Notifiable Diseases, MMWR Surveillance Summaries, and individual surveillance reports published either by CDC or in peer-reviewed public health and medical journals.
When faced with a health problem of immediate public concern, whether it is a rapid increase in the number of heroin-related deaths in a city or the appearance of a new disease (e.g., AIDS in the early 1980s or West Nile Virus in the United States in 1999), a health department might need to disseminate information more quickly and to a wider audience than is possible with routine reports, summaries, or newsletters. Following the appearance of West Nile Virus in New York City in late August 1999, the following measures were taken:
'Emergency telephone hotlines were established in New York City on September 3 and in Westchester County on September 21 to address public inquiries about the encephalitis outbreak and pesticide application. As of September 28, approximately 130,000 calls [had] been received by the New York City hotline and 12,000 by the WCDH [Westchester County Health Department] hotline. Approximately 300,000 cans of DEET-based mosquito repellant were distributed citywide through local firehouses, and 750,000 public health leaflets were distributed with information about personal protection against mosquito bites. Recurring public messages were announced on radio, television, on the New York City and WCDH World-Wide Web sites, and in newspapers, urging personal protection against mosquito bites, including limiting outdoor activity during peak hours of mosquito activity, wearing long-sleeved shirts and long pants, using DEET-based insect repellents, and eliminating any potential mosquito breeding niches. Spraying schedules also were publicized with recommendations for persons to remain indoors while spraying occurred to reduce pesticide exposure.' (26)
Depending on the circumstances, reports of surveillance data and their interpretation might also be directed at the general public, particularly when a need exists for a public response to a particular problem.
Exercise 5.5
You have recently been hired by a state health department to direct surveillance activities for notifiable diseases, among other tasks. All notifiable disease surveillance data are entered and stored in computer files at the state and transmitted to CDC once each week. CDC publishes these data for all states in the MMWR each week, but health department staff do not routinely review these data in the MMWR. The state has never generated its own set of tables for analysis and dissemination, and you believe that it would be valuable to do so to educate and increase interest among health department staff.
6 Principles Of Design
- What three tables might you want to generate by computer each week for use by health department staff?
- You next decide that it would be a good idea to share these data with health-care providers, as well. What tables or figures might you generate for distribution to health-care providers, and how frequently would you distribute them?
Exercise 5.6
Nch photopad image editor professional 5 11 download free. Last week, the state public health laboratory diagnosed rabies among four raccoons that had been captured in a wooded residential neighborhood. This information will be duly reported in the tables of the monthly state health department newsletter. Who needs to know this information?
References (This Section)
- Langmuir AD. The surveillance of communicable diseases of national importance. N Engl J Med 1963;268:182–92.
5'6 In Inches
- Friedman DJ, Parrish RG. Characteristics, desired functionalities, and datasets of state webbased data query systems. J Public Health Management Practice 2006;12(2):119–129. In press.
- Henderson DA. Surveillance of smallpox. Int J Epidemiol 1976;5(1):19-28.
- Centers for Disease Control and Prevention. Outbreak of West Nile-Like Viral Encephalitis — New York, 1999. MMWR 1999;48(38):845–9.
