he 8th waste is underutilization of employee talent. Sometimes talent is scratched out and replaced with potential or intellect. You get the idea.
So why not teach it? Answer: Actually, we do; we just choose not to add it to the original list of 7.
The value-added test (VA) is a cold economic concept, economics being the “dismal science” that simply does not care. Economics essentially assumes reward is its own virtue; it doesn’t get much colder than that.*
The cold and robotic VA test asks about value provided, not who came up with the ideas, who was on the team, whose intellect was tapped, nor whose was perhaps brutally ignored.
Collectively, the 7 wastes are the opposite of value-added. Each of the 7 is a form of energy spent without providing value to a patient. You can measure VA and non value-added with universal economic units such as dollars or minutes. Not so with untapped intellectual potential.
But we do teach it. In fact we teach it as three principles:
1. Respect for People
We quote Taiichi Onho who said respect for people (employees) is equally important as continuous improvement and standard processes. Respect for people is the heart of the Team section of the vision summary and is manifest in our cultural requirement for cross-representation on teams. It’s also plainly practical facilitation advice.
2. Work at the top of your license
We consistently teach top of license. That is, we remind process redesign teams to place task ownership appropriately, e.g.: providers shouldn’t be drawing blood.
3. Avoid Systematic Disrespect
We highlight systematic disrespect which is never personal but disrespect nonetheless. Examples include: providing our coworkers with unclear expectations; providing inadequate time, tools, and authority to complete a task; ergonomically incorrect workplaces, just to name a few. (Systematic disrespect impacts patients as well in the form of the 7 wastes.)
At Utah, we’re not purists about LSS, but with respect to Ohno’s taxonomy, we’re unapologetic originalists because the list of wastes is stronger without the 8th.
Steve Johnson
Complete archive of the lean six sigma training series: Steve's Dojo.
What if you could redesign healthcare from the ground up? If you were to start with the healthcare value-added test applied to each decision, what would healthcare delivery look, sound, and feel like? Would you be able to shake off the preconceived notions of what it takes to run a healthcare system? Would hospitals be recognizable? In this week's post of Steve's Dojo (or continuing Lean Six Sigma education), we revisit the healthcare value-added test.
Value Improvement Leaders (VIL) is a 13 week leadership course offered at University of Utah Health that teaches the skills needed to provide sponsorship and leadership for value improvement work. Principles taught are taken from Lean, Six Sigma, and PDSA methodologies. The course explains theory, provides healthcare examples of many specific leadership techniques, and uses an applied learning model. Not everyone can take the course, but everyone can follow along with the lesson plan.