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Presentation by Sharon Slane December 2009

Presentation by Sharon Slane December 2009

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  • The green box is taken directly from an NHS document, whereas the “TIMWOOD” notation is easier to remember when discussing the 7 wastes of Lean.

Brians Presn Brians Presn Presentation Transcript

  • Introduction to lean and Rapid Improvement Event methodology Sharon Slane Organizational Development Consultant Dec 09
  • RAPID IMPROVEMENT EVENT Team Member Name……………………………..
  • Doing More With Less
    • Increasing the utilisation of scarce resources
    • Increasing productivity and service simultaneously
  • Where Lean Comes From
    • Developed by Toyota as the Toyota Production System over the last 50 years
    • “ Lean” title applied by Dan Jones & James Womack
    • Lean now spreading throughout the public sector, Service sector and the NHS
    • The same principles apply
  • Toyota’s Lean Strategy
    • “ Brilliant process management is our strategy.
    • We get brilliant results from all of our people
    • managing brilliant processes.”
    • -Senior Toyota Executive
    • (Toyota is still the most financially secure car maker. Small loss 08/09 versus edge of bankruptcy for the “big 3”
  • It’s All About People It’s going to mean a shorter trip, less trips and a quicker arrival at an end point for a significant proportion of our patients who have worrying symptoms.” Mr Chris Goodman, Consultant Urologist, Clinical Leader It’s been an intense week. We were able to change things quickly that might have taken months, years if we hadn’t taken the time out. Mr Paul Halliday, Consultant Urologist It’s going to be far better for staff. I think they feel they’ve been listened to this week. Dawn Sturrock, Urology Clinical Team Manager
  • Establish value in the eyes of patients & service users Make value flow with no interruptions Pull what you want when you want it Search for perfection with no waste Map the total patient and service user value streams Lean Principles Jones & Womack, Lean Thinking-Revised, 2000
  • Spectacles Film processing Direct sales Internet Changing Customer Expectations
  • Improve Efficiency and Service Levels
    • Improve Service Delivery
      • Be responsive to demands
      • Lower costs
      • Increase productivity
      • Reduce stress
      • Improve morale
    • Eliminate wasted time
      • Everywhere
  • Blockages to Flow & Time Wasters
      • Wrong information
      • Too many things in process at one time
      • Correcting other people’s errors
      • Waiting for
        • Approvals
        • Supplies
        • Other people
      • Too many handovers
      • People walking too far
      • Etc
  • Causes of Blockages & Waste
      • Functional organisations , silos
      • Management measures and controls
      • Changing management priorities
      • “ Not my job”
      • Inadequate training
      • Information system problems
      • Authorisation sign off levels
      • Outdated / missing procedures
      • etc
  • Seeing Blockages and Waste Waste is anything that does not Add Value for the patient/service user If you are not Adding Value what are you adding?
  • Lean and Value Add
    • Lean is about identifying operations that Add Value and causing them to FLOW without interruption.
  • Focus on Blockages to Flow & NVA Eliminating Non Value-Add has a major impact on Quality, Cost and Service Delivery Value-Add Essential Non Value-Add Non Value-Add activity Elapsed time line
  • Rapid Improvement Event
    • Rapid Improvement Event [RIE]
      • - Common “Kick-start” to Continuous Improvement
        • A key tool in the Lean toolkit
        • Doing more with less
        • Major, sustainable, organisation improvements - FAST
    • An RIE is about deliberately constructing an environment where the RIE Team can create and rapidly implement ideas in order to resolve critical organisational issues in a sustainable way ”
      • Stuart Ross, Ross International
    Rapid Improvement Event
  • Rapid Improvement Event Rules
    • Be open to change - Stay positive
    • Speak out if you disagree
    • See waste as opportunity - No blame
    • Treat others as you want to be treated
    • One person - One vote
    • Ask the “silly” questions, challenge “givens”
    • Creativity before capital
    • Understand the Lean Principles then
      • JUST DO IT
  •  
  • The Agenda for an RIE
    • Setting the scene
      • Training on the Lean principles
      • Preparing for visits
    Day 1
  • The Agenda for an RIE
    • Setting the scene
      • Training on the Lean principles
      • Preparing for visits
    • Observing the current process
      • Map process to see waste & blockages to flow
      • Identifying the root causes of problems
    Day 1 Day 2
  • The Agenda for an RIE
    • Setting the scene
      • Training on the Lean principles
      • Preparing for visits
    • Observing the current process
      • Map process to see waste & blockages to flow
      • Identifying the root causes of problems
    • Designing and sharing the new processes
      • Long day !!!!!
    Day 1 Day 2 Day 3
  • The Agenda for an RIE
    • Setting the scene
      • Training on the Lean principles
      • Preparing for visits
    • Observing the current process
      • Map process to see waste & blockages to flow
      • Identifying the root causes of problems
    • Designing and sharing the new processes
      • Long day !!!!!
    • Looking for acceptance
      • Sharing, listening, modifying
    Day 1 Day 2 Day 3 Day 4
  • The Agenda for an RIE
    • Setting the scene
      • Training on the Lean principles
      • Preparing for visits
    • Observing the current process
      • Map process to see waste & blockages to flow
      • Identifying the root causes of problems
    • Designing and sharing the new processes
      • Long day !!!!!
    • Looking for acceptance
      • Sharing, listening, modifying
    • Reporting what has been done
    • Follow-through planning
    Day 1 Day 2 Day 3 Day 4 Day 5
  • Change Acceleration Message Acceptance Quality Effectiveness * Stolen with pride from GE * Q x A = E
  • Just Do It
    • Go to the workplace
    • Identify a Problem
    • Try a Solution
    • Think out of “silos”
    • Think best overall process
    • Learn from Doing
    • Analyse the Facts
    • Make Further Improvements
  • Everybody Wins Front line staff Better process Ideas for change “ Being listened to and allowed to shape the process we work in” Organisation Key indicators improved Quality Cost Delivery Safety Morale Patients/ Service users Increased Satisfaction Safer Better quality Better predictability Lower costs
  • 7 Wastes of Lean
  • Sound familiar? 7 w7astes of lean Exercise: Can you think of example in your workplace? The 7 Wastes of Lean
  • QUESTIONS / COMMENTS