Brainbuster Series

This course includes an Interactive Course Workshop: (click to view events) The objective of the interactive work shop is to explore the approach to lessons learned throughout the course and understand the adaptability to the live workplace environment. We will answer the questions as presented by the learner “What will I learn from this course and […]

The 4 rules of work design illustrate an improvement strategy to identify waste and inefficiency within the current condition and work toward an improved condition. The rules are translated into laboratory work processes as follows: Rule 1: Laboratory translation: The time, location and number of specimens arriving in the lab on any given shift is unclear Rule 2: Laboratory translation: A

Introduction to Lean 1.Ōno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, Mass: Productivity Press. 2.SanjayBhasin, Peter Burcher, (2006) “Lean viewed as a philosophy”, Journal of Manufacturing Technology Management, Vol. 17 Issue: 1, pp.56-72, https://doi-org.proxy.lib.wayne.edu/10.1108/17410380610639506 3.James L. Bossert, Grace L. Duffy, R. Dan Reid and James J. Rooney. Quality Society for Quality Glossary.(2018) 4.J Clin Microbiol. 2014 Jun;52(6):1812-7. doi: 10.1128/JCM.00099-14. Epub2014 Feb 26.

The third module focuses on describing and diagramming the current condition.  The importance of observation, going to the Gemba, is discussed along with fundamental measurement tools and techniques.  The people who do the work have the best information about what is currently happening and what kinds of changes have the best chance of success.  Thus, to

Standard Work is one of the fundamental concepts in Lean—without standard work, any gains will be short-lived.  Taiichi Ohno said that, “Where there is no standard, there can be no Kaizen.”  Standard work and Kaizen work hand-in-hand to continuously and iteratively drive improvement, but more about that in a minute. First, we need to define Standard work.  There are a number of

Short-and long-term effectiveness checks are presented along with methods for communicating and standardizing success. The most important aspect of the A3 method is determining the short-term and long-term effectiveness of the actions taken.  For the short term assessment (approx 6 months) the team uses the same measures they used to describe the current state and