The VSM workshops enabled a common language and standard for process improvement while participants gained new perspectives and a deeper appreciation of flow issues across functions and functional areas. The workshops helped to build new and strengthened existing relationships that helped foster integrated Lean process improvements that are sustainable. A priority list of tasks was developed to address all of the noted shortcomings identified through the VSM exercise.
The relocation to a new facility will enable changes such as flow, traffic, storage and common services to be permanent, as they will be incorporated clinic’s future design and functional program. As the current system deals with a lot of paper (files) management, a key improvement opportunity is to evolve to a paperless system, where all patient information is available “on the system”. Based on realizing the identified opportunities for improvement and incorporating in the new clinic design and functionality, the percentage improvements in cycle times for the four clinics ranges from 22.4% to 45%. Similarly, lead time improvements range from 6.1% to 50%.