developing local lean champions - iise.org local... · just in time instruction and implementation...
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Developing Local Lean Champions
“Teaching to Fish”
“Developing Local Champions”
“Balancing People Development & Process Improvement”
Interval Train the Trainer Approach (ITT) Just in Time Instruction and Implementation
“Balancing People Development &
Process Improvement”
“Developing Local Champions”
“Teaching to Fish”
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ITT: Lean in Daily Work http://youtu.be/dQGHFVbCWRI
Just in Time Instruction and Implementation:
• Standard Work for Daily Problem Solving
• Engage with Local Area or Value Stream
Leadership to…
Design and Implement a Daily Lean
Management System
Strengthen Mentoring Skills
Participant Feedback:
• Overall Satisfaction with Lean in Daily Work Model a 9.3/10
“Most Exciting and Positive
thing I have been involved
with in my entire career at
UMHS”
“It has completely
changed our Culture, we
now feel it is safe to
surface problems”
“Turn Key Approach
with Substantial
Impact”
“We have Engaged Team
Members at all levels and
significantly improved
Communication between
Leaders and Front Line Staff”
Primary Lean Tools/Systems for LDW Intervals:
• Local Strategy Deployment
• Visual Management
• Standard Work (Huddles and Leadership Walks)
• Daily Root Cause Problem Solving
• A3 Structured Problem Solving
• 40+ Areas with full implementation
• Revenue Cycle Payment Posting – Highest %
Change in Employee Engagement Score (year over
year) following implementation
• “Shared Vision and Communication” scores across
team (Via Survey) – increased an average of 38%
• Up to 50% improvement in prioritized operational
measures
Currently amidst a widespread roll out to 150
Ambulatory Care Units across UMHS!!! 6
Impact to date – Current Activities
ITT: Lean Project http://www.med.umich.edu/mqs/projects/ortho.asx
Just in Time Instruction and Implementation:
• Structured A3 Problem Solving and Value Stream
Mapping are utilized for…
The Real Time Improvement of Processes
The Development of Local Lean Champions
Supporting Lean in Daily Work by Developing
Skills at the Local Level to Address the more
Complex Problems that Surface
Participant Feedback:
• Average score of 8.5/10 when asked how comfortable participants
would be leading another project
“This approach made the
process less intimidating and
allowed the improvement
process to stick”
“We most valued the
approach of getting bits
and pieces as we needed it”
“The tools provided
to the participants
were fantastic”
“Having other lean
groups in the room was a
great way to understand
how lean is being applied
to other projects”
Primary Lean Tools/Systems for Project Intervals:
• A3 Structured Problem Solving
• Project Scoping (using SIPOC)
• Gemba Walks
• Value Stream Mapping
• Prioritization Tools (Impact/Effort & Decision Matrix)
• Implementation and PDCA planning
Other Lean tools based on surfaced problems
• 30+ total teams participating over 2 year period
• People development: Ability of front line staff member to
facilitate problem solving activities increased from 4.2 at the
start to 8.5 (out of 10)
• Process improvement: (Some examples)
– Warfarin Therapy Administration (Winner 2013 Quality
Project of the Year)
*Monitoring FTQ of Warfarin patients improved from 0% to 100%!!!
Currently partnering with Surgical Services to experiment with
intervals involving multiple connected areas of the Value
Stream simultaneously
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Impact to date – Current Activities
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M+Box Experiment
Bringing improvement teams on Campus and the
Health System together in one place to share
experiments, track progress and spread learning
ITT: Managing to Learn http://youtu.be/IKPIYjyxi3Q
Just in Time Instruction and Implementation:
• Advanced Problem Solving Course
• Pairs a Leader with a Problem Solver
Strengthens Problem Solving Skills
Strengthens Mentoring Skills
Supports Leader Standard Work
Current Target Audience: Senior Leaders across the Health System
Participant Feedback: 80% rated the course excellent (highest possible)
“I believe this is THE
BEST Lean learning
experience I’ve had.”
“Bravo for providing such
a terrific course, I learned
so much.”
“This is the absolute
best course I’ve ever
taken.”
“This is a key
course for all
Leaders”
Primary Lean Tools/Systems for Managing to
Learn Intervals:
• A3 Structured Problem Solving
• Leadership Coaching/Mentoring
• Leadership Standard Work
Other Lean tools based on surfaced problems
• 90 total “pair teams” participating over 2 year period
• People development: Attendee feedback – 80+% rank
the class as “Excellent” and of direct use in their role as
a leader in the organization
Currently developing internal educators to create a local
version of this interval program – expanding offerings and
developing more structured methods to evaluate impact
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Impact to date – Current Activities
Under Development ITT: Daily Management with Senior Leaders
Just in Time Instruction and Implementation:
• Designing a Daily Management System with
Senior Leaders who oversee multiple areas or
Value Streams
• Allow Leaders to play a larger role in… Aligning improvement work with Ideal Patient
Care Experience Goals
Cultivating the daily improvement system
Mentoring and Coaching their teams to become
better problem solvers
Understanding and removing improvement
barriers
Under Development ITT: Lean Tactic Implementation
Just in Time Instruction and Implementation:
• Deployment of a specific lean tactic to address
a recurring problem theme...
• List of potential tactics (not all inclusive) Standardized Work
Quick Changeover
Visual Controls
Standardized Workplace (5S)
One Piece Flow
Leveling Workload/Schedules
Error Proofing
Pull Systems
Andon Development
Total Preventive Maintenance
Lean Facility Design (3P)
The Virtual Lean Resource Center *Many additional resources available, below is a sample of the most utilized resources
• Requests for Lean Assistance
• Lean Coach Office Hours
• Specific websites dedicated to… – Lean in Daily Work
– A3 Structured Problem Solving
– Value Stream Mapping
• Piazza… – Lean Networking Groups to share improvement work & address
common challenges
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Questions / Comments
Contact Information:
Kevin DeHority
Lean Coach, Michigan Quality System
734-615-0176
Brendon Weil
Lean Coach, Michigan Quality System
734-615-0175