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Lean Roadmap to an Engaged Hospital Part 2
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Lean Roadmap to an Engaged Hospital Part 2


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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 …

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.

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  • Lean Hospital Roadmap 101
  • The reference that we use is a book by Norman Bodek titled The Idea Generator, Quick and Easy Kaizen . The focus of this book is on building a Lean culture and maintaining a suggestion system that actually works. The emphasis is on small ideas that are easy to think up, easy to approve, and easy to implement. Many of us have suggestion systems already in place, but the problem is, we don’t get very many ideas. This book describes how to manage the system correctly. Let’s now take a look at what is actually possible, with actual data.
  • November 2009 Do not copy without permission 7S for Hospitals
  • November 2009 Do not copy without permission 7S for Hospitals
  • Transcript

    • 1. Conducting a Kaizen Suggestion Meeting
    • 2. • Principal, Leonardo Group Americas LLC. • Co-Author of Fundamentals of Flow Manufacturing,Richard Aerospace Flow, In the OR series of Lean Hospital books. Rahn • 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.
    • 3. Webinar ScheduleWhat is the Plan? Learning About Lean 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.
    • 4. Webinar OverviewAn 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”.
    • 6. Lean Hospital Implementation Roadmap Train Leadership Team in the principles of To support the Hospital’s Lean A Lean Hospital embraces a An initial assessment of current hospital Hoshin Kanri (Goal Deployment) and formalize journey, Leaders must participative model of Continuous operations, including future vision and level internal process. Use A3-X chart and Team understand the tools and Improvement. All Lean Hospital of process improvement maturity. Includes Charter forms for all Master Plans. culture of Continuous Process employees must be trained to be a analysis of potential benefits. Improvement. part of this culture. Conduct Value Stream analysis for each unit and department to identify 1 3 TRAIN 6 opportunities for improvement. Create a START LEAN HOSPITAL ASSESS O.R. TRAIN TRAIN unit-level Master Plan. START LEAN HOSPITAL ASSESS O.R. LEADERSHIP TRAIN TRANSFORMATION OPERATIONS LEADERSHIP HOSPITAL STAFF TRANSFORMATION OPERATIONS TEAM HOSPITAL STAFF TEAM The Lean Hospital Master Plan includes a definition of identified 2 VALUE STREAM 4 7 8 Formalize the SET UP IMPLEMENT improvements, resources VALUE STREAM SET UP IMPLEMENT DEVELOP UNIT process of soliciting, ANALYSIS AND PERFORMANCE GOAL DEPLOYMENT DEVELOP UNIT required, implementation ANALYSIS AND PERFORMANCE GOAL DEPLOYMENT MASTER PLANS receiving, MASTER PLAN DASHBOARD TOOLS MASTER PLANS timeline, estimated benefits, and MASTER PLAN DASHBOARD TOOLS evaluating, andROI for the selected value streams. implementing process Establish lean performance metrics improvement and method for reporting, analysis, suggestions for the 5 and follow-up. CONDUCT entire hospital. CONDUCT PILOT PROJECTS PILOT PROJECTS Select highly visible areas for proof 9 10 SUSTAINED of concept and buy-in. Follow CONDUCT INITIAL IMPLEMENT KAIZEN SUSTAINED Roll-out unit and department CONDUCT INITIAL IMPLEMENT KAIZEN PERFORMANCE Kaizen methodology to achieve KAIZEN EVENTS SUGGESTION SYSTEM PERFORMANCE process improvement KAIZEN EVENTS SUGGESTION SYSTEM results in less than 5 days. activities per the Lean Certify all Internal Lean Hospital Master Plan. Mentors through completion of actual projects and 15 14 IMPLEMENT Knowledge Checks. ROADMAP IMPLEMENT ROADMAP SUSTAINABILITY COMPLIANCE AUDIT SUSTAINABILITY COMPLIANCE AUDIT ROADMAP ROADMAP 13 12 KAIZEN MENTOR 11 KAIZEN MENTOR KAIZEN MENTOR INSTITUTE KAIZEN MENTOR CERTIFICATION INSTITUTE CERTIFICATION CERTIFICATION UNIT CPI TEAM Conduct a comprehensive, lean- CERTIFICATION TRAINING UNIT CPI TEAM TRAINING focused audit, with the objective of advancing the Lean Culture at the Hospital. Each team leader presents the status of Organize a local Continuous completed Kaizen projects to ensure Train a team of Hospital Staff Process Improvement Team to results and sustained performance. to become internal Lean identify, evaluate, and Mentors. implement improvements.
    • 7. Kaizen Suggestion System Roadmap SYSTEM LEAN HOSPITAL KAIZEN SUGGESTION Quick and Easy (Q&E) Kaizen Continuous Process Improvementis the soliciting, documenting, (CPI) meetings are led by a reviewing, approving and department manager, and take Prioritize ideas according to your implementing small place at least weekly. Suggestions 4 CONDUCT STAFF CPI hospital’s unit priorities or KPIs. improvement suggestions by are captured during this meeting. CONDUCT STAFF CPI hospital staff. Initial training MEETINGS For non-Q&E suggestions, identify MEETINGS will be needed. the financial benefits and Use KMS to document detailed qualitative benefits. These tasks, key participants, value 1 CONDUCT CONDUCT suggestions will require planning. streams affected and expected Q&E KAIZEN Q&E KAIZEN 5 benefits. Use A3 Team Charter TRAINING TRAINING 6 format for a consistent format. 5 REVIEW AND Establish activity date. ENTER SUGGESTIONS REVIEW AND ENTER SUGGESTIONS APPROVE KAIZEN FOR IMPROVEMENT APPROVE KAIZEN FOR IMPROVEMENT PROJECTS 2 CONDUCT PROJECTS START KAIZEN 2 CONDUCT START KAIZEN MANAGEMENT SUGGESTION SYSTEM MANAGEMENT SUGGESTION SYSTEM KAIZEN TRAINING Capture suggestions during KAIZEN TRAINING the Kaizen meetings and enter 7 8 9 into KMS. Suggestions will PROCESS Q&E PRIORITIZE COMPLETE KAIZEN PROCESS Q&E PRIORITIZE COMPLETE KAIZEN also come from Value Stream SUGGESTIONS SUGGESTIONS PLANNING SUGGESTIONS SUGGESTIONS PLANNING 3 SET UP KAIZEN Mapping and independent SET UP KAIZEN MANAGEMENT input. MANAGEMENT DATABASE Good preparation is a key to success, DATABASE Review, approve and An electronic database is including coordinating with all staff implement ideas at the unit needed, with ability to members, gathering required data or department level. In most 10 manage and share data and securing resources. COMPLETE KAIZEN cases the submitter is also COMPLETE KAIZEN across the hospital system the implementer. Provide EVENT PREPARATION EVENT PREPARATION and submit ideas easily. feedback within 24 hours. Conduct the event according to the Kaizen Event Roadmap. The A3 Project Status The Kaizen Leader will 1 Report documents the Pre 1 Keep hospital informed on the latest prepare the final Kaizen CONDUCT KAIZEN CONDUCT KAIZEN suggestions approved and projects and Post-Kaizen state with Event summary in A3 EVENT EVENT available. Update dashboard and status an explanation of the tools Project Status format. report. Show results to all employees. applied and the benefits achieved. 1 13 1 4 FUNCTIONAL KAIZEN COMMUNICATE POST RESULTS OF A3 2 COMPLETE A3 FUNCTIONAL KAIZEN COMMUNICATE POST RESULTS OF A3 COMPLETE A3 SUGGESTION SYSTEM RESULTS TO HOSPITAL PROJECT STATUS PROJECT STATUS SUGGESTION SYSTEM RESULTS TO HOSPITAL PROJECT STATUS PROJECT STATUS
    • 8. Webinar TopicsElements of a Kaizen Meeting Learning About Lean Scope. The Socratic Method The Four Questions. Agenda. Frequency. Participation. Examples. Infrastructure. Follow-up.
    • 9. Scope Q&E Versus Kaizen Project Problems Are Jewels 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?
    • 10. The Socratic MethodIn 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.
    • 11. The Four Questions
    • 12. Team Meeting AgendaStandard Work for Meeting Max Time 10 Minutes 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?
    • 13. FrequencyWhat A Surprise!  Concept of Pitch.  Regular Schedule. “Fix It Friday”.  Weekly frequency is a good start.  Best = Daily, but short.  Work issues off-line.
    • 14. Participation LevelKeep Team SmallGive Them Names?
    • 15. Example 1: Wall of Fame
    • 16. Example 2: Simple Kanban Board
    • 17. InfrastructureCloud-Based System 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.
    • 18. 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.
    • 19. Questions?Leonardo GroupPrincipals: Gerard Leone & Richard D Rahn303-494-4404Boulder, Co 80303 PowerHealth OnDemand Scott Calvert VP Business Development 303-683-8239 Greenwood Village, Co 80111