According
to Lean, value is defined by three concepts. First, it is something that the
client wants or needs and is willing to pay for. If the client brings in a pet,
but is not willing to pay for vaccinations, they are obviously not valuable to
the client, at least at this time, and we certainly would not perform that
service. Secondly, it must move the care process forward in some, in terms of
comfort, diagnosis, treatment, or education -- working toward restoring or
maintaining health and wellness. The pet presented for vaccinations must be
moved towards a more healthy condition by actually vaccinating the animal. And,
thirdly, it must be performed correctly the first time (quality). Giving the
wrong vaccines or inappropriate vaccines is of no value. Especially, if we have
to go back a second time and vaccinate with the appropriate vaccines.
If
a step is not value, it is waste. Lean organizations are focused, ultimately,
on adding value from the client's point of view. Improved efficiency,
improved safety, reduced costs, better resource utilization, increased staff
engagement, a culture of continuous improvement, and quality are all important
aspects of Lean, but they are by-products of the methodologies Lean uses in
order to provide value to the customer from the customer's point of
view.
It’s
important to note that adding value and being busy are not the same thing. Just
because you are running around doing something, does not mean you are adding
value. There is a lot of motion and activity involved in chaos, but the vast
majority of it is not adding value to the patient or client.
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