introduction to kaizen - riverside medical center · 2017-09-06 · lean thinking. 1. specify value...
TRANSCRIPT
Introduction to
KaizenLast Revised: 8/9/2017
Kaizen Objectives Understand and be able to articulate
what Kaizen is
Explain how Kaizen fits into
Riverside culture
Demonstrate how to
implement Kaizen and the Idea Board in your department
Last Revised: 8/9/2017
Last Revised: 8/9/2017
It is also sometimes referred to as continuous improvement.
Kaizen and Lean
Kaizen is one of the tools used by those who practice Lean.
Last Revised: 8/9/2017
Lean and Kaizen
Lean is a set of practices, a management
system, and an organizational culture
based on Lean manufacturing or the
Toyota Production System.
Lean Healthcare works to provide ideal
patient care, improving quality, reducing
waiting times, and minimizing costs.
Last Revised: 8/9/2017
Lean Thinking1. Specify value in the eyes of
the customer.
2. Identify the value stream and eliminate waste.
3. Make value flow at the pull of the customer.
4. Involve and Empower employees.
5. Continuously improve in pursuit of perfection.
Source: Lean Thinking, Womack and Jones 1996Last Revised: 8/9/2017
What is Waste?
Last Revised: 8/9/2017
So what is Kaizen?
Our people are
the only real
differentiator or
competitive
advantage for
our organization.
Last Revised: 8/9/2017
So what is Kaizen?
Kaizen is not a suggestion system
FasterMore
TransparentMore
CollaborativeLast Revised: 8/9/2017
Last Revised: 8/9/2017
Idea Card
Last Revised: 8/9/2017
Idea Board
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Idea Board
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Use PDCA to Test an Idea
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What is Kaizen?
Meaningful improvements
Made by those who do the work
Small, low cost, and easily implemented
Synonymous with PDCA, PDSA,continuous improvement, or Process Excellence
Last Revised: 8/9/2017
Why Kaizen?
✓ Improve quality
✓Prevent errors and improve patient safety
✓ Increase employee engagement, encouraging staff to fix problems
✓Reduce waste (also often the root cause of dissatisfaction)
Last Revised: 8/9/2017
Why Kaizen?
✓Save staff time
✓ Improve satisfaction – patient, employee, physician
✓Cost Reduction and/or cost avoidance–hard and soft
✓Higher revenue, improve throughput
Last Revised: 8/9/2017
Kaizen Implementation
Find
Opportunity for improvement
Search for ideas that make their work easier,
safer, more interesting
Start small
Discuss
Thank them for their suggestion
Say yes
If you can’t say yes, say why
75% of ideas implemented is a good metricLast Revised: 8/9/2017
Kaizen Implementation Implement
Implement the change as part of the PDCA cycle
Ideally the person that initiated the idea should be the one to test it
Address in a timely manner
Document
Critical step
Give it a catchy title, use pictures if possible of the before and after
Quantify benefits
Last Revised: 8/9/2017
Title: [Insert a brief title here]
Before After
[A sentence or two about the “before”
condition and problem statement.
Right click on the box below and then
select paste to add a picture there.]
[A sentence or two about what was done and about the
improved condition. Type benefits into the “Effect”
box , below]
Effect
[Describe the effects and benefits of the Kaizen. Describe categories of improvement, such as
patient experience or staff time savings. Quantify the benefits, including any cost savings, when
you can.]
Name(s) Department Supervisor Date
Include everybody who
participated.
www.HCKaizen.com
Recording a Kaizen Event
Last Revised: 8/9/2017
Equipment Not Easily Accessible Or Hard To Find
Before After
Equipment was cluttered into one room and it
was not easy to obtain from the back of the room.
Staff was having to empty out the room just to
find something.
Equipment was organized, and unnecessary
equipment was removed from the room. Staff was
educated on where equipment would be placed.
Effect
Organizing the room resulted in less time spent looking for and accessing equipment. This lead to
happier staff and more time for patient care!
Name(s) Department Supervisor Date
Valerie Hatley, Heather Davis, Whitney
Behrens
2med/peds Diane McGrath 11/15/2013
www.HCKaizen.com
Last Revised: 8/9/2017
Title: Isolation Equipment
Before After
PPE boxes that used to hang on the doors didn’t
have room for extra isolation supplies to be stored
and we would run out frequently.
New isolation carts were ordered hospital wide
with drawers big enough to hold extra supplies and
are used for multiple patient use.
Effect
Having enough PPE equipment stocked in the hallways resulted in staff members saving time looking
for equipment elsewhere. This also resulted in increased compliance with isolation protocols and patient
safety.
Name(s) Department Supervisor Date
Meghan Davilo 2med/peds Diane McGrath 11/16/13
www.HCKaizen.com
Last Revised: 8/9/2017
What processes or
workflows can we
look for
improvements on at
our location?
Last Revised: 8/9/2017
Last Revised: 8/9/2017
Barriers to Kaizen
Lack of time
“I get rewarded for firefighting”
Might get in trouble for
admitting we have problems
It’s the other people who need
to change
Fear of losing jobs
Last Revised: 8/9/2017
Barriers to Kaizen
Perceived loss of control
Forget to follow up on ideas
People give up when not getting
responses
Lack of trust in the organization
Getting in trouble with coworkers
Last Revised: 8/9/2017
Last Revised: 8/9/2017
Role of LeadersManagers can’t do it all
Determine who is going to “manage” the
board
Leaders sort, coach and coordinate,
receive, approve, and track
Use department meetings, huddles to
discuss ideas
Last Revised: 8/9/2017
Role of LeadersEncourage Staff to Participate by Asking for Their Ideas
Ask if anything has changed lately
Carry blank idea cards
Create a Department Recognition System
Tie to Performance EvaluationsLast Revised: 8/9/2017
Discuss With Your Team
How are we going to encourage people
to bring ideas?
What sort of recognition system do
we want for people who submit ideas?
What should be our goal for how many
ideas we want submitted per month?
Should we limit how many ideas we
work on at a given time?
Last Revised: 8/9/2017
Kaizen Idea tracking metrics
Kaizen Idea Tracking Metrics Jan Feb Mar Apr
Number of Ideas Submitted
Number of Ideas Completed (goal 75%)
% of Total Ideas Completed
Number of Ideas per month divided by number of employees
(goal avg. X per employee)
Last Revised: 8/9/2017
Kaizen Tracking Form
Department
Date
Completed
Completed
Project Link Problem Title Before Condition After Condition Safety Quality Efficiency
Patient/
Physician/
Employee
Satisfaction
Cost (Quantify if
possible)
2nd Med/Peds 11/13/2013
2 Med-
Peds\2013 11
15 Crash
Cart.ppt
Cash Cart not accessible
for Emergencies
Equipment blocking crash
cart
Equipment rearranged for easy
access of crash cart.x x
2nd Med/Peds 11/15/2013
Clutter in Equipment
Room Equipment hard to find Equipment room 5Sedx
2nd Med/Peds 11/15/2013
2 Med-
Peds\2013 11
15 Treatment
Room.ppt
Treatment Room Poor
Lighting and Lack of
supplies
Staff frequently and concerns
about leaving to get supplies
and difficulty seeing during a
procedure.
Unnecessary equipment
removed, supplies stocked and
improved lighting.X x
2nd Med/Peds 11/15/2013
2 Med-
Peds\2013 11-
15-Nuses
station
signs.pptx
Nurses station signs in
hallway
Family and staff members
unable to locate different
nurses stations on unit
Signs installed in hallways on
unitx
2nd Med/Peds 11/16/2013
2 Med-
Peds\2013 11
19
communication
manager.ppt
Communication with staff
and patients difficult
Time spent searching for staff
, unable to hear call bells and
emergency lights
More Ascom phones
purchased and call bells and
lights sent to phonesx x
2nd Med/Peds 11/16/2013
2 Med-
Peds\2013 11
20 Isolation
Equipment.ppt Isolation Equipment
Running out of PPE and
isolation supplies New isolation carts were x X
Last Revised: 8/9/2017
What Kaizen feels likeWork and patient care flow like
clockwork
The workplace is clean, orderly and safe
Everyone works together
Everything gets questioned
Last Revised: 8/9/2017
What Kaizen feels likeEveryone is engaged
Everyone is searching for opportunities to improve
You have control over your workplace
Patients and families are happy
Staff and physicians are happy
Last Revised: 8/9/2017
Where can we start?
Last Revised: 8/9/2017
If you have any questions or would like to learn more about Lean at Riverside, feel free to
contact me:
Sara Meyer
Lean Educator
(815)935-7256 x6392
Last Revised: 8/9/2017