What advanced techniques can you use for value stream mapping in healthcare?

1 Define the value stream

The first step in VSM is to define the value stream, which is the sequence of activities that deliver value to the customer or patient. In healthcare, the value stream can span across multiple departments, facilities, and providers, so you need to select a specific service or product to focus on. For example, you can choose a surgical procedure, a diagnostic test, or a chronic care program. Then, you need to identify the start and end points of the value stream, such as the referral, admission, discharge, or follow-up. You also need to define the scope and boundaries of the value stream, such as the patient population, the geographic area, or the time frame.

2 Map the current state

The next step in VSM is to map the current state, which is the actual situation of the value stream. You need to collect data and information from various sources, such as observations, interviews, documents, or systems. You can use different symbols and tools to represent the elements of the value stream, such as processes, flows, inventories, delays, or quality issues. You can also use metrics and indicators to measure the performance of the value stream, such as cycle time, lead time, throughput, or defect rate. The goal of mapping the current state is to understand how the value stream works, what problems exist, and what opportunities for improvement are.

3 Analyze the current state

The third step in VSM is to analyze the current state, which is the critical evaluation of the value stream. You need to identify and classify the sources of waste, variation, and inefficiency in the value stream, such as overproduction, waiting, rework, or overprocessing. You can use different methods and techniques to analyze the value stream, such as value-added analysis, spaghetti diagrams, process flow analysis, or root cause analysis. You can also use benchmarks and standards to compare the value stream with best practices, regulations, or customer expectations. The goal of analyzing the current state is to find out what causes the gaps between the current and desired outcomes of the value stream.

4 Design the future state

The fourth step in VSM is to design the future state, which is the ideal situation of the value stream. You need to generate and evaluate ideas and solutions to eliminate or reduce the waste, variation, and inefficiency in the value stream. You can use different tools and techniques to design the future state, such as brainstorming, kaizen events, simulation, or prototyping. You can also use lean principles and practices to guide the design of the future state, such as pull systems, flow optimization, standardization, or error proofing. The goal of designing the future state is to create a value stream that delivers more value to the customer or patient with less resources, time, and effort.

5 Implement the future state

The fifth step in VSM is to implement the future state, which is the actual execution of the changes in the value stream. You need to plan and execute the actions and tasks that are required to transform the value stream from the current to the future state. You can use different tools and techniques to implement the future state, such as project management, change management, communication, or training. You also need to monitor and evaluate the results and impacts of the implementation, such as cost savings, quality improvements, or customer satisfaction. The goal of implementing the future state is to realize the benefits and goals of the value stream improvement.

6 Maintain and improve the future state

The final step in VSM is to maintain and improve the future state, which is the continuous improvement of the value stream. You need to sustain and standardize the changes and practices that are implemented in the value stream. You can use different tools and techniques to maintain and improve the future state, such as audits, visual management, feedback, or gemba walks. You also need to review and update the value stream map periodically, as the process, environment, and customer needs may change over time. The goal of maintaining and improving the future state is to ensure that the value stream remains efficient, effective, and responsive to the customer or patient.