In the manufacturing industry lean production has been a well known and established concept for decades. Properly used, the tools can be helpful in creating a workplace and an organization that is constantly evolving and where employees feel good. Incorrectly used, a workplace with a high level of stress is created.
In the analysis, we have conducted interviews and work flow surveys to be able to identify where waste is built into routines, and also capture the staff's own creativity and inherent resources. Our purpose in this was to build a workplace that allows staff to spend more time caring for the residents - value creation - and less time on administration and running of material - not value creation..
Unfortunately, much of the innovation in healthcare is in technical solutions aimed at making health care consumers less dependent on the present staff. Comparing this to our simple flow and time mapping, it feels like it is to start at the wrong end. The survey shows that a large proportion of staff time is spent on things not creating value for customers nor staff. There is thus a greater sympathy to start by eliminating those items instead of taking away the human touch. To work in parallel with both aspects is obvious, but in this project the architects focused more on releasing the hands and feet of non-value-adding work without contact with the residents; by that one found that a far greater potential than suspected, indeed existed.