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KaiNexus Webinar January 30 2012

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  • 1. Kaizen & KaiNexus Making Improvement Easier www.KaiNexus.comDr. Gregory Jacobson, CEO and Co-Founder Mark Graban, Chief Improvement Officer210-601-4564 817-372-5682greg@kainexus.com COPYRIGHT 2013 , KAINEXUS LLC mark@kainexus.com
  • 2. Agenda—  Kaizen Overview (20 minutes) —  What is Kaizen? —  Greg’s Kaizen Experience —  Leadership and Culture—  KaiNexus Demo (20 minutes) —  Web-based Technology —  Services—  Q&A (15 minutes) —  Use GoToMeeting Chat Box —  SMS to 001-817-372-5682
  • 3. Kaizen Kai = Change Zen = Good
  • 4. Why Kaizen? Norman Bodek1.  Make your work easier2.  Make your work more interesting3.  Develop your skills & capabilities
  • 5. Kaizen is for Everyone!“… emphasizes morale-boosting benefits andpositive employeeparticipation over theeconomic and financialincentives…”- Masaaki Imai
  • 6. Different Levels of Kaizen—  Large Changes —  Strategic Initiatives—  Medium Changes —  Rapid Improvement Events —  Six Sigma projects—  Small Changes —  Daily Continuous Improvement —  Quick and Easy Kaizen
  • 7. Greg’s Kaizen Experience
  • 8. Kaizen Principles Continually improve, with no idea being too smallAdapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages1341-1349, December 2009.
  • 9. Kaizen Principles A major source of quality defects is problems in the processAdapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages1341-1349, December 2009.
  • 10. Kaizen Principles Focus change on common sense, low-cost, low-risk improvements, not major innovationsAdapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages1341-1349, December 2009.
  • 11. Kaizen Principles Empower the worker to enact changeAdapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages1341-1349, December 2009.
  • 12. Kaizen Principles All ideas are addressed and responded to in some wayAdapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages1341-1349, December 2009.
  • 13. What Can We Do as Leaders?—  Coach, mentor, and lead —  “Add energy to the system” —  “All You Gotta Do is Ask”
  • 14. What Can We Do as Leaders?—  Lead by example – participate
  • 15. Kaizen Management Methods—  Paper—  Spreadsheet—  Using generic technology—  Systems designed to do Kaizen —  Home grown —  KaiNexus
  • 16. Electronic Suggestion Box?Question, Problem or Entered in " Emails " Need Identified" Kaizen Portal" Sent Out"
  • 17. A Systematic ApproachPhysician, Nurse Question, Problem or or Staff" Need Identified" Kaizen website Feedback to all accessed and issue Involved" is sent to Chair" Kaizen Cycle" Issue assigned to key Issue Moved to stakeholder or responsible Completed" individuals along with expected completion date" Problem Addressed, fixed Issue filed by: Topic, Due or responded to. Reply Date, Submitting MD, and generated." Assigned Individuals" Chair sends reminder" Problem not yet responded to, or incomplete by due date"
  • 18. Examples of Kaizen from VUMC
  • 19. Published Results
  • 20. Kaizen ImpactLed to a Change? A large organization with 10,000 or more employees may be able to: 29% YES •  Realize $2.5 million in savings a year 71% •  Detect and eliminate 500 errors/year •  >2,600 quality improvements •  >550 staff or patient satisfaction improvements
  • 21. KaiNexus Services KaiNexus Coaching KaiNexus Workshops—  Ongoing remote expert —  Intensive on-site coaching on OI activity education, training, —  Via KaiNexus and coaching —  Email or phone —  Working with leaders —  Web conference —  Coaching in the workplace —  Behaviors and culture
  • 22. Questions—  Web: —  www.KaiNexus.com —  www.KaiNexus.com/demo—  Email: —  greg@KaiNexus.com —  mark@KaiNexus.com—  Book – free first chapter: —  www.hckaizen.com/kaizenpreview