This example of a Value Stream Map shows the process steps from patient intake to surgery. By identifying and mapping the Value Stream it is more easily identifiable where improvements might be made.
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Get details on projects we have been involved in, what we did, and the outcome delivered to the client.
- Facility
Swift Current Care Centre, Cypress Health Region
- Organization
- Saskatchewan Ministry of Health
- Location
- Swift Current, Saskatchewan
- Commitment
- The Saskatchewan Ministry of Health Continuing Care Branch had commissioned LTS Consulting to implement a pilot project in five LTC homes from separate regions. Swift Current was identified as pilot site.
- Rapid Improvement Event
- Dietary Process. The breakfast process from preparation to serving in the dining room to the tray line resulted in residents continually waiting for the meals and caused daily frustration for both staff and residents.
- Outcomes
- Resident wait time was improved 86 per cent and the number of care aids required in the dining room to help serve breakfast was reduced by 50 per cent. Time was redeployed into value added time with the resident; they can make fresh hot toast for the resident, can interact with them during the meal and help with little things like putting jam on their toast.
- Facility
Yorkton Regional Health Centre, Sunrise Health Region
- Organization
- Saskatchewan Ministry of Health
- Location
- Yorkton, Saskatchewan
- Commitment
- The Saskatchewan Ministry of Health Continuing Care Branch had commissioned LTS Consulting to implement a pilot project in five LTC homes from separate regions. Yorkton was identified as pilot site.
- Rapid Improvement Event
- Shift Change Time Reduction
- Outcomes
- The changes netted a 41 per cent improvement on the Yorkton unit and an 88 per cent improvement on the Anderson unit; the equivalent of two FTE of overall staff time and a shift change time that was reduced to five minutes. Additionally, by putting all the data and flow sheets into one binder the team removed bulletin boards that were never used but full of documents and documentation changes eliminated 25 per cent of the redundant paperwork as well as a 42 per cent reduction in documentation time for the care aide.
- Facility
Blue Magic Greenhouses
- Organization
- British Columbia Ministry of Agriculture
- Location
- Pitt Meadows, British Columbia
- Commitment
- The British Columbia Ministry of Agriculture and Lands (MAL) contracted Learning To See Consulting (LTS) to implement a pilot Lean program in the Green House, Nursery, and Floriculture industry as part of the Growing Forward program.
- Rapid Improvement Event
- Reduce Planting Time
- Outcomes
- The process of planting is the most time consuming for Blue Magic and they have preliminary results of 30% reduction in planting time with plans in place to reduce the planting time by up to 60%. This was accomplished through visual management, reducing non-value added tasks identified through the measurement process specifically related to the process of laying the lines down for row planting and cultivating.