Identifying Muda or Waste

Identifying Muda or Waste

Muda is the Japanese word for waste. In LEAN, we refer to any activity that does not add value to the customer but adds cost as waste or muda. There are eight types of waste: defects, motion, waiting, confusion, processing, over production and transport. Eliminating waste is not the objective for continuous improvement. Waste is […]

Gemba and the Gemba Walk

Gemba and the Gemba Walk

Gemba is the Japanese word meaning “where the work is done”. A key LEAN concept is that this is where all the value-added activities are performed. Since this is where value-added activities occur, this is where all improvement actions must take place, not in an office or boardroom. A gemba walk is actually going to […]

LEAN Tools: Process Mapping

LEAN Tools: Process Mapping

Process mapping is a simple, effective tool that is used to map the various steps of a process. It identifies bottlenecks. The process can pinpoint the root cause of deficiencies. In every rapid cycle improvement activity, present state maps should be prepared. Then an exercise in developing a future state maps, detailing the target goals […]

Value and Non Value Added Time

Value and Non Value Added Time

Value-added time is time that adds value for the patient or customer that they are willing to pay for. Non-value-added time does not add value for the patient or customer. Take the typical ER visit. The patient registers, is seen by a physician, has various tests, is given the results, is treated, and is either […]

Countermeasures 3: The A3

Countermeasures 3: The A3

The purpose of the A3 is to put all the relevant details of a project on one piece of paper. The A3 tells the story of the project in a clear and succinctly as possible. The term A3 comes from the size of the page, approximately 11X17 inches. Toyota developed the tool. They wanted a […]

Countermeasures 2: PDCA

Countermeasures 2: PDCA

The PDSA process (plan, do, study, act) evolved from a process developed by W. Edwards Deming who is considered the father of modern quality control. The Japanese in 1950 changed it to PDCA (plan, do, check act). We have modified the steps to plan, do, check, adjust. This change allows for adjustments that need to […]

countermeasures 1: Introduction to Co...

countermeasures 1: Introduction to Countermeasures

The journey to becoming a LEAN organization stars with hoshin kanri, setting the organization’s long term goals and driving them down into the organization of o the departmental level. Departments develop specific, measurable key performance indicators (KPI) that benchmark the departmental goals and track them daily on their gemba board. If KPI are not being […]

Hoshin Kanri 4: Hoshin Implementation...

Hoshin Kanri 4: Hoshin Implementation Review

Most organizations conduct annual goal setting exercises. They spend an inordinate amount of time and resources developing goals at every level of the organization. Those carefully formulated goals then go into a drawer, never to be seen again. A year later the organization laments on lack of progress and resolutely starts the gal setting exercise […]

LEAN Tools: Kanban

LEAN Tools: Kanban

Kanban is the Japanese word for billboard and describes a system that controls scheduling. Most people think of kanban as an inventory control system that supplies inventory when it is needed in the quantities needed with minimal or no inventory. In terms of materials management, an effective kanban system can drastically reduce inventory levels, resulting […]

Hoshin Kanri 3: Hoshin Action Plan

Hoshin Kanri 3: Hoshin Action Plan

This step in the Hoshin Kanri process drives core objectives down to the departmental level. It is a simple plan for achieving our goals as they relate to the core objectives. It should be completed by the department manager wth their staff. This is a critical step in the process. No one likes to have […]

What Others Have Said…

Michael developed a LEAN program for our hospital. This involved training both managers and front line staff in LEAN and its application in every department. Two LEAN projects were conducted in an effort to reduce inventory. There was a reduction of $135,000 in pharmacy inventory and $200,000 reduction in OR inventory."
Richard E. D’Alberto, FACHE
President & Chief Executive Officer
Laurens County Hospital

"Michael is a great speaker. He is inspirational and knows his trade."
Lynn Yarbrough

"Great quality- appreciate his openness to field question on the spot"
Rita Jones
CEO, Dundy County Hospital

"Michael is an outstanding, knowledgable speaker, keeps the flow going an involve the audience well."
Stephen Stewart
CEO, Artesian Valley Health System

"I like the process in implementation"
Brad Langdorf
VP Clinical Services, Community Hospital

“Michael is an excellent speaker. Content is exciting and educational.”
Mollie Heisel
Human Resource Coordinator
Brown County Regional Health Care
“Very good; usable; informative; real; encouraging”
Valerie Gigolyk
Loewen Windows

“Without your personality, coaching and spirit, we wouldn’t have made it so far.”
Ann Corrigan, RN
VP of Patient Services
Henry County Health Center

“We are utilizing the information on a regular basis. It has been exciting to see this growth.”
Pat Hales , Director of Quality and Educational Services Misericordia Health Center

“Excellent speaker- funny yet seriously important to improve our daily lives.”
Rebecca Ricartti, HR Director
Pacific Alliance Medical Center

“Michael is fantastic. Keeps the learning Entertaining and interesting.”
Stephen Stewart CEO
Artesian Valley Health System

“Great. Enjoyed the session.”
Curtis Hawkinson CEO
Community Memorial Healthcare

“Very clear and concise presentation. Always includes stories that make you think.”
Heather Greenwood, Med Tech
CHI St. Alexius Health

“Michael is a great presenter and presented he content in a manner that made it interesting and useful.”
Lynne Yarbrough, OR Director
Johnson Regional Medical Center

“Knowledgeable and energetic.”
Valerie Hangman, QI Coordinator
Providence Medical Center

I was impressed by the content and the clarity of the speaker.”
Jennifer Russell
Government of Manitoba

“Excellent quality, excellent information & keeps his agenda enthusiastic and timely.”
Terri Davis, RN
Providence Medical Center

“Dynamic speaker who leads the group to discover the answers for themselves.”
Jeff Dolan
Canada Cases Ltd.

“Mike is inspirational. A Great Motivator.”
Glen W. Buckler
Two Small Men with Big Hearts

“You have to see Michael Bayer’s presentation.”
Lois French

Investors Group

“Excellent speaker with an important message”
Rob Vineberg
Regional Director General
Citizenship & Immigration Canada

“Excellent speaker- funny yet seriously important to improve our daily lives.”
Rebecca Ricartti,
HR Director
Pacific Alliance Medical Center

“Fantastic! My cheeks hurt from laughing so much, yet I also gained so much knowledge too! Thanks!”
Daiva Griese
One Legacy

“Excellent, worthwhile. It was as good as it gets.”
Stephanie Bloodworth
Case Manager, New Directions

“Fantastic speaker. Great for any industry.”
Ron Farmer
Personal Banker, CIBC

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