lean roadmap to an engaged hospital part 2
DESCRIPTION
While many hospitals today are making an effort to introduce Lean thinking and methods into their organizations, the most important part of Lean is often overlooked: building a culture of continuous improvement. Without this it will be difficult to sustain improvements that are made, and it will be difficult to improve quickly enough to keep up with the challenges that healthcare now faces. Creating a hospital with Kaizen Spirit is not something that is easy, or that happens overnight, but it is achievable through persistence and by following a proven path or roadmap. In this 2nd of a three-part series, the authors of "Roadmap for the Lean Hospital" will address conducting a continuous improvement department meeting, and the rules for a successful kaizen suggestion system.TRANSCRIPT
Conducting a Kaizen
Suggestion Meeting
• Principal, Leonardo Group Americas LLC.• Co-Author of Fundamentals of Flow Manufacturing,
Aerospace Flow, In the OR series of Lean Hospital books.
• VP of Technology, John Costanza Institute of Technology.
• MBA, University of Colorado and APICS CPIM certified.
• Trained over 5,000 Lean professionals since 1994.• Lean Hospital work since 2002.• Creator of the Lean Operations track for the
Aerospace Supplier Excellence Alliance (SEA).• 16 years of manufacturing management at Storage
Technology Corporation and Ball Corporation prior to consulting career.
• Bilingual Spanish-English.
RichardRahn
What is the Plan? Webinar 1: Training and
Setting Up a Kaizen Management System.
Webinar 2: How to conduct a Kaizen Department meeting.
Webinar 3: How to implement and sustain improvement suggestions.
Learning About Lean
Webinar Schedule
Webinar Overview
An important element in the creation of a culture of continuous improvement is the engagement of the entire hospital
staff in sharing and implementing improvement suggestions. These ideas
should be easy to think up, easy to approve, and easy to do. The approach is
called “Quick and Easy Kaizen”.
QUICK AND EASY KaizenNORMAN BODEK
ASSESS O.R.OPERATIONS
ASSESS O.R.OPERATIONS
START LEAN HOSPITAL TRANSFORMATION
START LEAN HOSPITAL TRANSFORMATION
SET UP PERFORMANCE
DASHBOARD
SET UP PERFORMANCE
DASHBOARD
TRAINLEADERSHIP
TEAM
TRAINLEADERSHIP
TEAM
CONDUCTPILOT PROJECTS
CONDUCTPILOT PROJECTS
TRAIN HOSPITAL STAFF
TRAIN HOSPITAL STAFF
IMPLEMENTGOAL DEPLOYMENT
TOOLS
IMPLEMENTGOAL DEPLOYMENT
TOOLS
CONDUCT INITIAL KAIZEN EVENTS
CONDUCT INITIAL KAIZEN EVENTS
IMPLEMENTSUSTAINABILITY
ROADMAP
IMPLEMENTSUSTAINABILITY
ROADMAP
INSTITUTE UNIT CPI TEAM
INSTITUTE UNIT CPI TEAM
KAIZEN MENTORCERTIFICATION
TRAINING
KAIZEN MENTORCERTIFICATION
TRAINING
IMPLEMENT KAIZEN SUGGESTION SYSTEM
IMPLEMENT KAIZEN SUGGESTION SYSTEM
ROADMAP COMPLIANCE AUDIT
ROADMAP COMPLIANCE AUDIT
SUSTAINEDPERFORMANCE
SUSTAINEDPERFORMANCE
The Lean Hospital Master Plan includes a definition of identified
improvements, resources required, implementation
timeline, estimated benefits, and ROI for the selected value streams.
Conduct a comprehensive, lean-focused audit, with the objective of advancing the Lean Culture at the Hospital.
Each team leader presents the status of completed Kaizen projects to ensure results and sustained performance.
Train a team of Hospital Staff to become internal Lean Mentors.
Organize a local Continuous Process Improvement Team to identify, evaluate, and implement improvements.
To support the Hospital’s Lean journey, Leaders must understand the tools and culture of Continuous Process Improvement.
A Lean Hospital embraces a participative model of Continuous Improvement. All Lean Hospital employees must be trained to be a part of this culture. Conduct Value Stream analysis for each
unit and department to identify opportunities for improvement. Create a unit-level Master Plan.
Roll-out unit and department process improvement activities per the Lean Hospital Master Plan.
Formalize the process of soliciting, receiving, evaluating, and implementing process improvement suggestions for the entire hospital.
Select highly visible areas for proof of concept and buy-in. Follow
Kaizen methodology to achieve results in less than 5 days.
KAIZEN MENTORCERTIFICATION
KAIZEN MENTORCERTIFICATION
Certify all Internal Lean Mentors through completion of actual projects and Knowledge Checks.
VALUE STREAM ANALYSIS AND MASTER PLAN
VALUE STREAM ANALYSIS AND MASTER PLAN
DEVELOP UNITMASTER PLANS
DEVELOP UNITMASTER PLANS
Establish lean performance metrics and method for reporting, analysis,
and follow-up.
Lean Hospital Implementation Roadmap
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2
An initial assessment of current hospital operations, including future vision and level of process improvement maturity. Includes
analysis of potential benefits.
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4
5
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7 8
Train Leadership Team in the principles of Hoshin Kanri (Goal Deployment) and formalize internal process. Use A3-X chart and Team Charter forms for all Master Plans.
COMPLETE A3 PROJECT STATUS
COMPLETE A3 PROJECT STATUS
CONDUCT Q&E KAIZEN
TRAINING
CONDUCT Q&E KAIZEN
TRAINING
START KAIZEN SUGGESTION SYSTEM
START KAIZEN SUGGESTION SYSTEM
LEAN HOSPITAL KAIZEN SUGGESTION SYSTEM
Quick and Easy (Q&E) Kaizen is the soliciting, documenting,
reviewing, approving and implementing small
improvement suggestions by hospital staff. Initial training
will be needed.
SET UP KAIZEN MANAGEMENT
DATABASE
SET UP KAIZEN MANAGEMENT
DATABASE
ENTER SUGGESTIONS FOR IMPROVEMENT
ENTER SUGGESTIONS FOR IMPROVEMENT
REVIEW AND APPROVE KAIZEN
PROJECTS
REVIEW AND APPROVE KAIZEN
PROJECTS
PRIORITIZE SUGGESTIONS
PRIORITIZE SUGGESTIONS
CONDUCT KAIZEN EVENT
CONDUCT KAIZEN EVENT
COMMUNICATE RESULTS TO HOSPITAL
COMMUNICATE RESULTS TO HOSPITAL
COMPLETE KAIZEN EVENT PREPARATION
COMPLETE KAIZEN EVENT PREPARATION
COMPLETE KAIZEN PLANNING
COMPLETE KAIZEN PLANNING
CONDUCT STAFF CPI MEETINGS
CONDUCT STAFF CPI MEETINGS
POST RESULTS OF A3 PROJECT STATUS
POST RESULTS OF A3 PROJECT STATUS
FUNCTIONAL KAIZEN SUGGESTION SYSTEM
FUNCTIONAL KAIZEN SUGGESTION SYSTEM
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Continuous Process Improvement (CPI) meetings are led by a
department manager, and take place at least weekly. Suggestions are captured during this meeting.
An electronic database is needed, with ability to
manage and share data across the hospital system
and submit ideas easily.
Capture suggestions during the Kaizen meetings and enter into KMS. Suggestions will also come from Value Stream Mapping and independent input.
Prioritize ideas according to your hospital’s unit priorities or KPIs.
Use KMS to document detailed tasks, key participants, value
streams affected and expected benefits. Use A3 Team Charter format for a consistent format.
Establish activity date.
Good preparation is a key to success, including coordinating with all staff members, gathering required data
and securing resources.
Conduct the event according to the Kaizen Event Roadmap.
Keep hospital informed on the latest suggestions approved and projects available. Update dashboard and status report. Show results to all employees.
The Kaizen Leader will prepare the final Kaizen
Event summary in A3 Project Status format.
The A3 Project Status Report documents the Pre and Post-Kaizen state with an explanation of the tools applied and the benefits achieved.
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PROCESS Q&E SUGGESTIONS
PROCESS Q&E SUGGESTIONS
Review, approve and implement ideas at the unit or department level. In most cases the submitter is also the implementer. Provide feedback within 24 hours.
For non-Q&E suggestions, identify the financial benefits and qualitative benefits. These suggestions will require planning.
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CONDUCT MANAGEMENT
KAIZEN TRAINING
CONDUCT MANAGEMENT
KAIZEN TRAINING
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3
Kaizen Suggestion System Roadmap
Elements of a Kaizen Meeting Scope. The Socratic Method The Four Questions. Agenda. Frequency. Participation. Examples. Infrastructure. Follow-up.
Learning About Lean
Webinar Topics
Q&E Versus Kaizen Project Keep it on the Q&E level. Avoid holding up big projects
as examples. Strong tendency: Suggest
ideas for other people to do. Suggestions without solutions
are complaints. Who will do the big ideas?
Problems Are Jewels
Scope
The Socratic Method
In the Socratic Method, the questioner takes a subordinate role, one of seeking
knowledge. This is very important, as it lets defenses fall, and provides a comfort level that allows the questioner and respondent speak freely and openly. The method relies
on a genuine modesty in the questioner. Attitudes of humility and shared goals keep
the questioner and the respondent from becoming opponents.
The Four Questions
Standard Work for Meeting Safety reminder of the day. Immediate problems to be
aware of. Review of problem areas
from yesterday. New employee
improvement ideas. Share any positive feedback. Stand or Sit?
Max Time 10 Minutes
Team Meeting Agenda
What A Surprise!
Frequency
Concept of Pitch. Regular Schedule. “Fix It
Friday”. Weekly frequency is a good
start. Best = Daily, but short. Work issues off-line.
Participation Level
Keep Team SmallGive Them Names?
Example 1:Wall of Fame
Example 2:SimpleKanbanBoard
Formalization Step• Easy to set up. Low cost.• Minimal IT maintenance
needed.• Benefit from system
improvements across multiple users.
• Access benchmarking data from multiple hospitals.
Cloud-Based System
Infrastructure
Kaizen Implementation Steps
Webinar 1: Training and Setting Up a Kaizen Management System.
Webinar 2: How to conduct a Kaizen Department meeting.
Webinar 3: How to implement and sustain improvement suggestions.
Questions?
Leonardo GroupPrincipals: Gerard Leone & Richard D Rahn303-494-4404Boulder, Co 80303
PowerHealth OnDemandScott Calvert VP Business Development
303-683-8239Greenwood Village, Co 80111