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Midwest Kata Practitioner Day
January 09, 2020
Safety Guidelines for Today
• Emergency Exits
• Bathrooms
Reminders
• Please silence your phones
• Presentations will be available for
download after today’s event
• Be sure to network today!
Why KPDs?
A supplementary accessible,
compact, regional forum
for sharing IK/CK activity
KPD - Purpose
• Learn more about Improvement Kata /
Coaching Kata
• Share experiences with making scientific
thinking a practical skill that anyone can learn
through practice.
• See what Midwest organizations are doing and
learning with IK/CK practice
• Encourage Communities of Practice in the
Midwest
KPD - Desired Outcomes
• You have a better understanding of the IK/CK
approach to improvement, adaptation and
innovation
• You're thinking about scientific thinking
• You're inspired to help develop scientific
thinking in young people
• Interest in a Community of Practice
• Maybe we meet again
1) DIY
• Not just copying
• Practice the "Starter Kata,"
then evolve your own way
Improvement Kata Spirit
2) You're Part of It
• At the KPD – Pick up as much as you can
• After the KPD – Practice, and share what
you learn
What’s Your IK/CK
Experience Level?
Newbie: Heard about Kata, want to learn
more, not yet practicing
Advanced
Beginner: Practicing for 2 or less years
Competent: Practicing for 2 – 4 years, Coaching
Proficient: Practicing for > 4 years, Coaching and
Teaching
KPD Agenda Overview
AM
• Keynote
• 15-minute Break
• Breakout Session
– Overview of IK/CK
– Panel Discussion
• 10-Minute Break
• 1 Practitioner
• Morning Reflection
PM
• Keynote
• 5-minute Break
• Breakout Session
– Kata Simulation
– Kata Dojo
• 5-Minute Break
• 2 Practitioners
• Summary & Conclusion
LUNCH
(60 min)
Networking
9:00 - Start
12:00 - End
1:00 - Start
4:30 - End
Let's Get Started!
Brandon Brown
Owner & Master Kata Coach
Continuous Coaching Commitment
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
CI4 = Kata + TWI
The New Formula for CI System Success
Presentation - C3 base 01062020.ppt
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
“The Call” ( 4:15p APRIL – 2016)
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
TWI – JI and JR at Baptist Memorial
Skip personally taught TWI-JI 10 hr class 55 times 2014-15:
• Needed a basis of Train the Trainers to start the Baptist
Management System
• To get to know key influencers at the hospitals, names,
faces, personalities  Master at Job Relations
2016
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
One question he wanted me to consider
and then answer him the next week was…
Could the Coaching Kata routine be used to deploy one of the “TWI-
J__” programs like project management, but without the ghant charts,
project timelines, and timetables, etc.?
Reason: So Baptist doesn’t “Train for the sake of Training” and we are
more intentional about who we train and allow a natural “pull” system to
generate the need – Let the Kata Challenges act as a pull system on the
TWI-J Programs.
(paraphrased, Skip Steward, VP and CIO
Baptist Memorial Health Care, 4/2016)
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
JR Challenge – NEA Baptist
It would be OUTSTANDING if by 12/31/16, NEA Baptist
leaders are using the JR 4 step method to identify and
address problems before they become critical, and that
JR is applied throughout the health system so that we
achieve:
Outcome Metrics:
• 80% score on foundation survey
• < 136 Written Warnings (WW),
• < 56 Involuntary Terminations (Terms)
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Skip: Well Brandon, after 6 to 8 weeks,
How does it feel using Kata to deploy
TWI - JR?” It feels like I have my underwear on
backward! …like I don’t know if I’m giving
coaching advise or I’m learning from the
Learner and/or Coaches? Sometimes I
have to say, “I don’t know, let’s see” to
their questions,… I don’t like that.
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Skip replied, “ You know, it sounds like you are at
your Knowledge Threshold…That’s a good thing –
isn’t it?
THERE'S A THRESHOLD OF KNOWLEDGE
BETWEEN YOU AND YOUR GOAL
Next
Target
Condition
(date)
Path isn't knowable in advance
Where you
want to be
next
Your Current
Knowledge
Threshold
?
? ?
Limit of what
you currently
know
Where
you
are
The
Goal
It's the point at which you have no facts or data
and start guessing
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Several TOKs on our way to these
Challenges
Obstacles
Experiments
Current
Condition
Next
Target
Condition
(dated)
Threshold of
Knowledge
Obstacles
Experiments
Obstacles
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Deploying JR using Kata
TC #1
(09.23.16)
TC #6
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
JR Deployment via KATA Summary KATACON 4
Melanie Edens, Assoc. Administrator, NEA
Baptist Health System
1. Biggest struggle: Identifying a way to determine if 4 step method was utilized.
2. Learning: Employee engagement survey results helped identify areas to refocus use of 4
foundations, and changed priority of training. JR needed more focus and attention from
Administration.
3. If I had the opportunity to start this Kata again, I would spend more time with Brandon.
4. If I were not using Kata to deploy TWI, we would have trained 100% of leaders without
checking the quality and results of the training.
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
TWI-JI at Memphis Hospital (the beginning)
Supervisors
Directors &
Managers
Coaching Kata Deployed
Director/Executive
Sponsor
This is the
Advance/Shepherding
Group
(2015)
CAUTI CLABSI FALLS
(2017-2018)
The Kata Challenge
pulled intentionality
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
JM Shepherd Groups formed to deploy
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Fact & Data-Based Grasp of the Current Condition
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Unbiased Setting of the Target Condition
JM Questions
1. Eliminate
2. Combine
3. Rearrange
4. Simplify
38% Patient Rescheduling
success before
78% Patient Rescheduling
success after
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Current Condition JM where we document and
question every detail. This produces an unbiased
CC working pattern
Target Condition JM where we documented how
we want to strive to do the work with
intentionality – Not an arbitrary number, but a
pattern work we STRIVE TO DO, in our Target
Condition as seen thru Process Behavior Charts.
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
TWI – JM to Grasp the (True)
Current Condition by
observation. ER Nursing
behaviors and actions and the
Admissions behaviors and
actions
TWI – JM to define how we
will strive in the Target
Condition by working in the
new JM pattern of work
Over $1.5 Million in cash collections from a hospital that
was collecting less than $250K a year in cash.
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Medical Device Mfg Co. – TWI JM + Kata
TC=NewJobMethod
CC=CurrentJobMethod
Focus
Process
Challenge
PDSAs
Obstacles to
Working in the New
JM Pattern
Visuals
from PDSAs
Process &
Outcome
Metrics in
Process
Behavior
Charts
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Rother & Liker - November 2014
EXAMPLE: THE A3
A lesson learned in the Toyota
Kata research is that A3 is
a Toyota tool that's used
there in the context of
corrective coaching by an
experienced mentor.
When A3 gets used in other
organizations without this
underlying component, the
probability of A3 developing
systematic, scientific thinking
& acting is low.
The thinking pattern that Toyota wants is taught by
their seasoned coaches, not by the A3 format itself
The A3 Tool
The desired pattern
of thinking & acting
is here
Experienced
Mentor
At Toyota
30
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Adapted by C. Brandon Brown from
Rother & Liker – January 2020
EXAMPLE: THE A3
A lesson learned in my
experience at Baptist and other
Organizations is that JR+JI+JM
are tools to be used there in the
context of corrective coaching by
an experienced mentor (i.e.
KATA).
When TWI gets used in other
organizations without this
underlying component of KATA,
the probability of TWI
developing systematic, scientific
thinking & acting is low.
The thinking pattern that Baptist Memorial and others
want is taught by their seasoned coaches, not by the
TWI, or BMS tool itself
The desired pattern
of thinking & acting
is here
Experienced
Mentor
At Baptist and Others
31
The TWI Tool
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
CI4 = Kata + TWI
The New Formula for CI System Success
Continuous Improvement4 = (Kata + JI + JM ) x JR
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
What’s next with Systems Thinking?
KEY Directors & Managers act as Coaches
and Shepherds of various parts of the
Management System with TWI Job Relations
as the core lubricant
Director/Executive
Sponsor
JI
JM
Kata
A3IDEA GEN
HUDDLES
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
© C. Brandon Brown
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
THANK YOU FOR THE
GIFT OF YOUR TIME!
Brandon Brown, P. E.
Brandon@katamastercoach.com
479-856-1919
Break / Move to Breakout Session
15 minutes
• Starter Kata Basics – Main Room
• Beyond the Starter Kata Panel Discussion – BC 141
Starter Kata
Starter Kata Basics
Yvonne DeGroot – degrooty@fvtc.edu
Dan Raunwald – drauwald@simcut.com
The Improvement Kata and Coaching Kata Practice Guide and its contents are Copyright © 2015
by Mike Rother, all rights reserved. These materials are intended to support persons who are
teaching, practicing or interested in the Improvement Kata and Coaching Kata. You are free to
copy and use these materials as long as you note the source and copyright on each page, but they
may not be reproduced for sale in any form.
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
Can you relate to any of this?
• Spend too much time on random problems.
• Team jumps to solutions.
• Problems are large and overwhelming.
• Improvement events leave with a large action
plan that gets put aside.
• Scope creep.
Sometimes reacting fast is good ….
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
But sometimes this can happen ….
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
Key Points on Knowledge Threshold
1. They are hard to see (until you practice).
2. We see further by experimenting.
3. We don’t know in advance what the result of a
step/experiment will be.
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
WHAT is KATA?
Kata are structured routines to practice deliberately, especially at the
beginning, so their pattern becomes a habit and leaves you with new abilities.
“Let’s begin by practicing it this way for a
while”
Science + Kata = Problem Solving Skill
Combining a scientific pattern with structured practice
routines (Kata) develops effective problem solvers
By Mike Rother
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
Let’s Try One Small Change
• Sign your name five times.
• Switch to non-dominant hand
• Sign name 5 times
• Start when I say go
• Raise your hand when you are finished
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
• What’s
preventing us
from reaching
the goal?
• What one step
can I take toward
the goal RIGHT
NOW?
• Did it work?
• If not, what else
can I try?
• What did I learn?
• What is the Goal?
• How will I know if
we’ve reached our
goal? (METRICS!)
• Standardize &
stabilize what
worked or go
through process
again.
Act Plan
DoStudy
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
Source: Toyota Kata & Toyota Kata Culture, Mike Rother
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
© Copyright 2019 – Yvonne DeGroot & Fox Valley Technical
College
Coach Needed!
© Copyright 2019 – Yvonne DeGroot & Fox Valley
Technical College
Questions & Reflections
• What are you intrigued with?
• What questions do you have?
Beyond the Starter Kata: Panel Discussion
Break – Move back to main room
10 minutes
Jeff Hunter
President
Jeff Hunter Strategy, LLC
Setting the Challenge!
Kata Practitioner Day
January 9, 2020
1996 - 2001
A Strategic Management System
Manage the
flow of work
Align and focus
with catch-ball
Build solutions using
lean learning loops
Ask “What must
be true?”
Make choices of how
to solve, and not
Understand
your situation
Define your
strategic issue
A Strategic Management System
Understand
your situation
Macroenvironment
Industry
Transactional
Market Position
CUSTOMER
Connecting
Strategy
and Design
Source: Tim Brown, IDEO
Desirability
meeting human needs
Viability
sustainable business
model
Feasibility
technologically possible
Macroenvironment
Industry
Transactional
Customers
Market Position
Understand
Your
Current
Business
Model
The Business Model Canvas
Source: Strategyzer.com
Macroenvironment
Industry
Transactional
Customers
Market Position:
Understand Your
Current Business
Model
Us
Macroenvironment
Industry
Transactional
Customers
Market Position:
Understand Their
Current Business
Model
Us Competitors
Porter’s Five Forces
Macroenvironment
Industry
Transactional
Customers
Market Position
Us Competitors
Porter’s
Five Forces
PESTLE (or STEEPL) Analysis
POLITICAL
TECHNOLOGICAL
SOCIAL
ECONOMIC
ENVIRONMENTAL
LEGAL
Macroenvironment
Industry
Transactional
Customers
Market Position
Us Competitors
PESTLE (or STEEPL)
Analysis
A Strategic Management System
Understand
your situation
Define your
strategic issue
All the Ways to
Grow a Business
New Service Development
Market Expansion
Horizontal Integration
Vertical Integration
Diversification
• Concentric
• Conglomerate
Current New
Value Propositions
NewCurrent
Markets
SD + OE + BR
Developing a new standard (process,
method) to create differentiation
from competitors that is relevant to
customers!
Strategy Deployment
Improving a current
standard (process,
method)
Operational
Effectiveness
The big projects that consume
cross-organizational resources, but
will not create differentiation (like
ICD10)
“Big Rocks”
True North
Equation
When the solution requires more than incremental
thinking; the solution to the problem/opportunity is
a “mystery”.
Source: Matthew E. May
Where Does Innovation Fit?
A Strategic Management System
Understand
your situation
Set the challenge:
“How might we…?”
A Strategic Management System
Make choices of how
to solve, and not
Understand
your situation
“How might we…?
An Integrated Cascade
of Choices
Source: A.G. Lafley and Roger L. Martin “Playing to Win”
A Strategic Management System
Ask “What must
be true?”
Make choices of how
to solve, and not
Understand
your situation
Define your
strategic issue
A Strategic Management System
Build solutions using
lean learning loops
Ask “What must
be true?”
Make choices of how
to solve, and not
Understand
your situation
Define your
strategic issue
A Strategic Management System
Align and focus
with catch-ball
Build solutions using
lean learning loops
Ask “What must
be true?”
Make choices of how
to solve, and not
Understand
your situation
Define your
strategic issue
TWO WAYS TO DEPLOY STRATEGY
this… not this…
Source: Institute for Enterprise Excellence
A Strategic Management System
Manage the
flow of work
Align and focus
with catch-ball
Build solutions using
lean learning loops
Ask “What must
be true?”
Make choices of how
to solve, and not
Understand
your situation
Define your
strategic issue
IDEAS
What/Why
EVALUATION
Proposal
A3
WAIT/WORK
Managing the
Flow of Work
I
D
WORK IN
PROGRESS
P
R
M
I
Questions for
Strategy
Deployment Reviews
• What did we expect to happen?
• What actually happened?
• What did we learn?
• What will we try next?
• Are there obstacles I can help with?
Bringing It
Home
“The trick is building a culture of experimentation and then by definition, if
you’re not failing some of the time, you’re not doing an experiment.” David
Kelley, IDEO Founder and Chairman
QUESTIONS
Jeff Hunter
 jeffhunterstrategy@outlook.com
www.jeffhunterstrategy.com
@jhunterstrategy
THANK YOU
Morning Reflection
Lunch & Networking
60 minutes
Karyn Ross
Founder, CEO & President
The Love and Kindeness Project Foundation
104
Karyn Ross
Karyn Ross Consulting
105www.karynrossconsulting.com
Welcome! I’m Karyn Ross!
Here’s some of what I do…
• Artist
• Author
• Coach
• Consultant
• Business Owner
• Clothing Designer
• Foundation Founder and President
• Founding ‘Women in Lean’ Mother
And, this is my story…
“How we get there is as important as where we are going!”
106© Karyn Ross Consulting 2020
My Purpose:
Helping People Improve
the World!
My Vision:
A World of #LoveB4Money
&
© Karyn Ross Consulting 2020
In My Wildest Dreams…
I would be…
At the top of the piece of A3 paper in
front of you, write down what you really
wish you were doing…
108© Karyn Ross Consulting 2020
“I can’t…I can’t…I can’t…I can’t…”
“But it’s TOO Difficult…”
© Karyn Ross Consulting 2020
Put It Into Practice!
• Long list of I
Can’t’s
Step 1: Create the Long List of I Can’t’s
© Karyn Ross Consulting 2020
Put It Into Practice!
• Creative
Ideas!
Step 2: Generate Creative Ideas to
get closer to the Target
© Karyn Ross Consulting 2020
Put It Into Practice!
• PDCA cycles
Step 3: Do a PDCA cycle for
each creative idea generated!
© Karyn Ross Consulting 2020
Time to Reflect!
1. What’s holding
me back?
2. What will I do
differently?
Take a few moments to eflect on how you
feel after completing today’s exercise.
What’s holding you back from fulfilling
your purpose? What will you do
differently…starting today?
113© Karyn Ross Consulting 2020
Give me a call: 630-881-3068
Send me an email:
karyn@karynrossconsulting.com
Karyn Ross Consulting
www.karynrossconsulting.com
The Love and Kindness Project
Foundation
www.loveandkindnessproject.org
Women in Lean – Our Table
Join our LinkedIn Group!
I Love to Help!
Move to Breakout Session
5 minutes
• Starter Kata Simulation – Main Room
• Coaching Kata Dojo – BC 141
Kata Simulation
and
www.katatogrow.com
www.katatogrow.com
116
REMIND ME:
WHAT ARE THE FOUR STEPS OF
THE IMPROVEMENT KATA?
www.katatogrow.com
117
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
www.katatogrow.com
THE 4 STEPS OF
THE IMPROVEMENT KATA
118
www.katatogrow.com
WORKING SCIENTIFICALLY
Testing, learning and adjusting
is a good way to reach a goal
119
Let’s reflect on the puzzle exercise
www.katatogrow.com
1) What did the exercise show us?
2) But, our experimenting was not so scientific. Why?
120
For this exercise we’ll use this catapult
to practice experimenting in a more scientific way
www.katatogrow.com
121
WE HAVE A CHALLENGE!
www.katatogrow.com
14 feet
(1) Catapult a ball 14 feet into a bucket (directly, not bounced).
(2) Write your team name on the ball.
(3) Catapult the ball 14 feet back into another bucket.
14 feet
122
• Catapult operator
• Distance measurer /
Ball Returner
• Run-chart maker
• Coach / Storyboard
maintainer
TEAMS and ROLES:
www.katatogrow.com
123
www.katatogrow.com
(1) Maintain the Storyboard
124
(2) A group reflection after each experiment
www.katatogrow.com
Coach asks the
reflection questions
& coaches the group
Participants
discuss and
respond as
a group
Howmanyfeet?
Lookatrunchart
125
(3) Draw a run chart for each experiment
www.katatogrow.com
126
THERE ARE THREE VARIABLES
www.katatogrow.com
•LAUNCH ANGLE
•PULL-BACK ANGLE
•BALL TYPE
• We’ll do five (5) cycles of each experiment.
• In each experiment we’ll change only one variable. Why?
127
SOME EXAMPLE PULL-BACK ANGLES
www.katatogrow.com
128
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
www.katatogrow.com
WE HAVE A CHALLENGE.
WHAT’S THE NEXT STEP?
129
www.katatogrow.com
130
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
2
3
4
www.katatogrow.com
WHAT’S THE NEXT STEP?
1
131
www.katatogrow.com
132
DRAW A ‘TARGET CONDITION’ LINE
ON YOUR RUN CHART FORM
www.katatogrow.com
TC
133
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge3
4
www.katatogrow.com
WHAT’S THE NEXT STEP?
2
1
134
www.katatogrow.com
135
www.katatogrow.com
CONDUCT THE NEXT EXPERIMENT
Record the data points on your run chart
136
www.katatogrow.com
Coach asks the
card questions
REFLECT and
PLAN THE NEXT EXPERIMENT
The TEAM works
together and responds 137
www.katatogrow.com
What are the four steps
of the Improvement Kata?
What did you learn about experimenting
scientifically?
What does a run chart show?
What happens when you add the ‘target condition’
line to a run chart?
What are some examples of where else you might
you use a run chart?
Debrief:
138
Kata Dojo
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
Welcome
to the
Kata Coaching Do
o
140
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 141
COPYRIGHT INFORMATION
The slides in this file are licensed under a
Creative Commons Attribution license.
Feel free to use, copy, remix, transform build
upon an improve the slides.
Text adapted from Mike Rother
The only requirement is to note the original source on each
slide you use, for instance by adding „By Tilo Schwarz“ in small
print somewhere on the slide.
It would also be great if you mention www.Kata-Dojo.com
somewhere in your presentation and promote it as our
common platform for sharing our Kata Coaching Dojo
exercises and experiences.
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 142
The 5 Questions of the Coaching Kata
are like Stepping Stones — a helpful pattern
for coaching
This is where we start This is what we want to master
The 5 question (phases) of the Coaching Kata are a Starter Kata.
They provide a structure for learning to coach.
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 143
Helpful coaching requires more than the Starter Kata
Requirements beyond the 5 questions of the CK:
• Hear the answer
• Compare answer with reference, evaluate and decide
• React situational, often with deepening questionpage 23
Question
Answer
CoachCoach Learner
Reaction
AnswerReference
evaluate
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 144
Feedback for the Coach might not develop
coaching skill as much as we think.
Feedback tends to be
• too general
• single situation feedback
• too many points
• the 2nd. before the 1st. step
FEEDBACK
2nd-Coach
Mr. Seldomobserving Alwaysgivingadvice
Coach
1st Coach
Mr. Iam Lost
???
page 145
!
Feedback does not offer opportunity for repeated practice.
Getting Feedback ≠ Being Able To Do It
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
145
In sports we purposefully distinguish between two
different settings to improve skill
game practice
learn
apply
(2nd)-Coach observes game to
identify
individual fields of learning.
Improve individual fields of learning by:
(1) frequent repetition of
(2) specific exercises.
FeedbackFeedback
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
What is a Dojo?
A dōjō is a hall or space for immersive learning or meditation. This is
traditionally in the field of martial arts, but has been seen increasingly in
other fields, such as meditation and software development. The term
literally means "place of the Way" in Japanese.
Source: Wikipedia
Kata Coaching Do
o
146
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 147
Deliberate and REPEATED practice makes perfect.
1st Coach
Learner
2nd Coach(es)
gives short feedback after
each round
repeatedly simulates the
same situation within a
coaching-cycle
is able to improve his approach
with each round
KATA DO O
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
148
Let’s do some Improvement Kata
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 149
Use this page for building the paper plane.
Place one clip with
the smaller arch
on the top.
Place 2 clips on the hull.
Place 2 clips on
the wings.
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 150
Use this page for building the paper plane.
Place one clip with
the smaller arch
on the top.
Place 2 clips on the hull.
Place 2 clips on
the wings.
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
151
Kata Jet: A simple process for practicing
TARGET
16 IN
sideview
DISTANCE TO TARGET = 100 INCH
The Challenge:
Hit the target with a hit rate of 100% (zero defects) in 6 months
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
152
The paper plane and its characteristics
launchin
g height
flight distance is influenced
by…
throwing force
launching position
cross deviation is influenced
by…
sideviewtopview
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
153
What influences the Hit Rate?
topview
TARGET
16 IN
flight distance
cross deviation
(+)
cross deviation
(-)
sideview
DISTANCE TO TARGET = 100 IN
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz 154
Story Board
Focus Process _______________KATA Jet
fold along this line
Kata Dojo Workshop
Appleton, January 9th, 2020
Story Board Forms
Please print out one set of this pages for each
StoryBoard.
Please use 8.5"x 11“ landscape, single page, one side.
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
Story Board
Focus Process _Kata Jet____________
Challenge:
Target Condition
Achieve by:
Current Condition (now): PDSA Cycles Record
www.continuouscoachingcommitment.com
brandon@katamastercoach.com
+1-479-856-1919
Obstacles
By: Jan. 17, 2020
IKE Storyboard Kata-Dojo.ppt© 2019 Continuous Coaching Commitment. All Rights Reserved. www.continuouscoachingcommitment.com
Outcome Metric(s) Hit Rate:
Process Characteristics:
Process Metric(s) Flight Distance:
 ____________________________________
__
 ____________________________________
__
 ____________________________________
__
 ____________________________________
__
 ____________________________________
__
Outcome Metric(s) Hit Rate:
Process Characteristics:
Process Metric(s) Flight Distance:
Hit the target with a hit rate of 100%
(zero design change) within 6
months
Hit rate = ____% (__ of 5)
cross deviation = ± _____in
flight distance = ________in_ cross deviation
= ± 32 in
flight distance =
100 in ± 30 in
hit rate = 20%
(1 of 5)
Reach arm
back as far
as can
Stand on the
ground in a
sideways
stance with
arm at
shoulder level
Stand on a
3’lift in a
sideways
stance with
arm at
shoulder level
• Launching at shoulder level
• Sideways stance
• Standing on the ground
• throwing force is minimal-easily throwing
Thrust
arm
forward
Release
airplane
at 90%
arm
extensio
n
Tape Kata-Jet here
1
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
156
Exercise #1: Target Condition - Using the 5 Questions
like Quality Gates
Tip: "Stand on red, walk on green.“
For a reference think like this:
A good coaching-cycle has no jump backs.
Question
5
Question
1
Question
2
Question
3
Question
4
target-condition actual-condition obstacles next step due date
deepening
questions
milestone question
answered precisely
☞ move on to next phase
milestone question not
answered precisely
☞ ask deepening questions
page 94
one phase of the
coaching cycle
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
157
Exercise #2: Obstacles - Using the 5 Questions like
Quality Gates
Tip: "Stand on red, walk on green.“
For a reference think like this:
A good coaching-cycle has no jump backs.
Question
5
Question
1
Question
2
Question
3
Question
4
target-condition actual-condition obstacles next step due date
deepening
questions
milestone question
answered precisely
☞ move on to next phase
milestone question not
answered precisely
☞ ask deepening questions
page 94
one phase of the
coaching cycle
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
158
How to do the Kata Dojo in a group of 4
Coach
Learner
screen with exercise text
Observers
1. 1st Coach asks the opening question
2. Learner reacts with one of the given answers
3. 1st Coach asks deepening questions to help the
Learner to be more precise
4. The Coaching Cycle ends when the 1st Coach asks
the next Gate Question
5. After the Coaching Cycle ONE Observer gives a
short feedback.
6. The 1st Coach repeats the Coaching Cycle applying
the feedback.
For the repeated Coaching Cycles the Learner
uses the same given answer as in the first.
The 1st Coach decides how often he/she would
like to repeat the same situation.
(do it at least 2 or 3 times).
Avoid lengthy discussions about the feedback.
rotate
counter
clockwise
Start
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
159
Phase 1: Having a precise Target-Condition
Coach: What is your target condition?
Learner :
A. My target condition is to improve the Kata Jet process.
B. The challenge is to reach a hit rate of 100% within 6 month. At first, we aim for a hit rate of
just 40%. That is already difficult enough as we can not change the distance to the target and
the $500 budget is really too small for achieving this.
C.My target condition is to stabilize the flight distance at 200cm ± 20cm and to reduce the cross
deviation so that we hit the center with a maximum deviation to the sides of ± 20cm.
Questions for the Coach:
1) What is the problem with each of these answers?
2) What should the "perfect" answer contain?
3) How would you react as a coach in this situation?
exercise
1
Start
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
“By this date, we want to be working like this…with these
characteristics, we think that in 2weeks we can move these processes
to this, so that we can achieve this outcome metric"
4
160
Phase 1: What should a good answer contain?
Achieve by Date
Block Diagram-
Pattern of Work
Process
Characteristics
Process Metrics
Outcome Metric
1 2
3
5
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
161
Phase 3: Choosing on obstacle to address.
exercise
2
Coach: Which obstacles are preventing you from reaching the target condition?
Improver: The launching height varies, the throwing force varies, and the launching angle
varies as well. Many mistakes occur when we employ students for a holiday job during the
summer break. Additionally we have a bad hit rate after the annual maintenance.
Coach: Which one are you addressing now?
Improver:
A. I don’t know, maybe the high number of mistakes with students during their summer job.
B. The bad hit rate after the annual maintenance.
C.I’m not quite sure.
Please copy the
obstacles to your
obstacle storage before
starting this exercise.
Start
Questions for the Coach:
1) What is the problem with each of these answers?
2) What should the "perfect" answer contain?
3) How would you react as a coach in this situation?
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
Try to Write Facts, Data, and a Negative Result – Or
- A Question Needing Answers to clarify Obstacles
to the Target Condition
OBSTACLES PARKING LOT
Obstacle After Coaching
How will you measure
that?
1
Scrap and rework on the line
We have scrap at the final audit station is
running 5.6% and rework is at 10%;
therefore we are having to work overtime
to make shipments on time without
penalties from the customer.
Paretto Chart of the reasons for scrap
2
IV placement documentation
increases Order: Begin time
We don’t know the time frame given to
RN'S regarding IV placement and
documentation time; therefore we cannot
determine if the MD orders the IV for CTs
first, or if the MD enters all orders in a
“batch” which could delay the time the RN
is given to place the IV, ultimately delaying
Order : Begin time.
Manually compare patient by patient the
percentage that were “batch” MD orders vs
single orders using the Order : Begin report.
Fact + Data
Negative
resultQuestion needing
answered
Fact needed
Negative
resultFact needed
1
www.KATA-DOJO.com
Kata Dojo v4.1© Tilo Schwarz
163
Tip: What's the effect, Mr. Wolf?
"Find out about the unwanted effect first“
Every obstacle has an unwanted, measurable effect on the process
indicator. If the improver does not see any obstacles you might ask
about the reasons for outliers, trends and patterns regarding the
process indicator.
Obstacle = Root Cause x Unwanted Effect
find out first
page 61
metric
Move to Main Room
5 minutes
Andrea Simpson
Director of Radiology & Continuous Improvement
Baptist Memorial
Get Better Jump Start
Kaizen Done Kata Style
Andrea Simpson, Radiology and CI Director
NEA Baptist Health System
Baptist Memorial Healthcare Corporation
16
8
• 110 Physicians, 85 Advanced Care Providers
• 30+ specialties-Largest medical group in NEA
• 425,000+ patient visits
• 228 Beds, capacity for 300
• Designed for patients and families
• Spacious, private rooms
NEA Baptist Health System-Integrated Medical Campus
How Get Better Jump Start Began…
16
9
Skip Steward
Vice President
and Chief
Improvement
Officer, Baptist
Memorial
Healthcare
Brandon Brown
Master Kata Coach
Owner, Continuous
Coaching
Commitment
How Get Better Jump Start Began…
17
0
“No books. It's all in my head and on these
attachments; and just to warn you, inside my head can
be a scary place. Just ask the other six guys in
there! They all have different perspectives.
Attached are some documents that we can review”
17
1
Healthcare is Typically More Hands-On and Visual
17
2
We used Kata to develop both, Get Better Jump Start and a
Get Better Jump Start Facilitator Guide
Kata’d Our Kata
17
3
6 months of
coaching, learning,
and developing
27 versions later, we
were ready to print
our “first draft”
Weekly Zoom Session
What Is Get Better Jump Start?
Get Better Jump Start is a Continuous Improvement methodology that
we created to combine the energy and multi-disciplinary focus of a
Kaizen event, with the scientific thinking and learning pattern of the
Improvement Kata.
The energy and collaboration that a Get Better Jump Start produces,
advances the improvements several months into the future. It also
allows strategic goals to be achieved quickly and builds relationships
across value streams that are invaluable to sustaining improvements.
17
4
Get Better Jump Start
17
5
8-10 weeks prior to
GBJS
7-9 weeks prior to
GBJS
6-8 weeks leading up to
GBJS
GBJS
4 weeks post
GBJS
1. Direction Setting
17
6
8-10 weeks prior to
GBJS
7-9 weeks prior to
GBJS
6-8 weeks leading up to
GBJS
GBJS 4 weeks post GBJS
1. Understand the Direction
2. Select GBJS Team
3. Write Challenge
pg 8 in GBJS Facilitator Guide
2. Organize & Align
17
7
pg 12 in GBJS Facilitator Guide
8-10 weeks prior to
GBJS
7-9 weeks prior to
GBJS
6-8 weeks leading up to
GBJS
GBJS 4 weeks post GBJS
Organize & Align
2. Decide on Prep Work and Event Schedule
 Determine and schedule daily prep work Kata.
 Lunch and break arrangements for GBJS Event
 Determine how you will celebrate your GBJS
Team.
 Schedule Day 3 GBJS Event Report out
meeting with Leadership and Shepherding
Group and weekly Follow-Up Meetings.
2. Organize & Align
17
8
pg 11 in GBJS Facilitator Guide
Proficient
Competent
Advanced
Beginner
Novice
3. Current Condition Prep Work
17
9
8-10 weeks prior to
GBJS
7-9 weeks prior to
GBJS
6-8 weeks leading up to
GBJS
GBJS 4 weeks post GBJS
Daily Kata, Go and See type
experiments, bringing in our FPE’s to
learn our actual current condition.
We set
up 4
Focus
Process
Kata
Boards
4. Get Better Jump Start
18
0
3 Days of Rapid
PDSA
Pg. 5 in GBJS Facilitator Guide
Working All Focus
Process Boards
Simultaneously
8-10 weeks prior to GBJS7-9 weeks prior to GBJS
6-8 weeks leading up to
GBJS
GBJS 4 weeks post GBJS
4. Get Better Jump Start
Day 1-Morning Session
18
1
4. Get Better Jump Start
18
2
3 Days of Rapid PDSA
• 32 PDSA’s
• 21 Obstacles Eliminated
• 2 TWI-JIB’s (Trained
100% Staff)
• 4/6 Focus Processes Met
Target Condition
Advanced our work 10.5 weeks in the future with 15 hours of rapid PDSA
5. Follow Up Plan
18
3
8-10 weeks prior to
GBJS
7-9 weeks prior to
GBJS
6-8 weeks leading up to
GBJS
GBJS 4 weeks post GBJS
Pg. 16 in GBJS Facilitator Guide
Day 4
The Day after GBJS-have the
entire team allocated for the
morning of Day 4.
 Move your storyboards to
the daily Kata location(s).
 Set the time for Monday’s
5Q coaching cycle
 Celebrate your GBJS Team.
GBJS-Results
18
4
-$517,000 phase 1
of TPE audit
+$633,118 passed
TPE audit at 92% !
GBJS is Always Evolving
Rev
1
18
5
Rev
2
Rev
3.2
Rev
?1. Jan 14-16, Heart Failure Admission
2. Apr 6-10, Referral Center
Thank You!
18
6
Melissa Christman
Manager of Continuous Improvement & Training
TIDI Products
Mike Sandercock
Sr. Principal Engineer Quality & CI
Pierce Manufacturing
IMPLEMENTING KATA
4th Annual Midwest Kata Practitioner’s Day
Mike Sandercock
Melissa Christman
Implementing Kata
GETTING STARTED
May
2017
Deployment
• Championed by Department
Leader (EVP)
• Self-selected teams with a
team lead
• Storyboards in break room
• Bi-weekly storyboard review
as a department with coach
Jun
2018 Global Q&CI Engagement
Transition to Pierce Advanced Quality
Kata as a tool for Strategy Deployment (right problems, right level)
Advanced Quality Strategy
# Critical features identified # Critical features identified
# Critical processes identified # Critical processes identified
# Critical risks identified # Critical risks identified
Hold X # of design reviews Hold X # of design reviews
100% Critical Items Reviewed X% Critical Items Reviewed
100% of Critical items fall inside process capability Y% of Critical items fall inside process capability
Date, step & metric What do you expect? What Happened What We Learned
Conduct design review on existing
problem part/new design to
showcase what key
features/processes/risks
engineering should be thinking
about.
Exposure to limits in our current process capabilities will
lead to simplified/process-concious designs - promote
conversations about process capabilities.
Discussed opportunities with
Danielle L. Tried to focus on IPP
fabrication process capabilities.
Identified PN3329697 as potential
part to examine.
SOP's and relating guidelines exist for engineers to use to
design within our current fab capability. Typical pain points
include missing bend dimensions/directions, flange bends
being out of limit, sheet size limits, etc. Print corrections are
usually taken care of by IPP ME's or the respective
engineering groups: Pumphouse, electrical, cab, aerial, front
body and rear body
Identify new product/process on
the TAFT project.
More opportunities to try things and verify
product/process changes if need be. Closer proximity to
project and engineers allows higher chance of success.
Picked Non-Skid Tape (PN2994691)
that is being applied to the basket
leveling cylinders. Critical grip
surface.
There is no established tool/process for applying the
tape. RH and LH cylinders are different. Already have
had problems applying the tape - identified in PFMEA
and Control Plan. Print includes only 2 dimensions for
placement. [[Turns out the tape sucks - peels off easily.
Looking for new tape option]]
Inquire NPD technicians about
current process for applying tape
(31614 &31615). Identify pain
points, tools needed, estimated
capability.
Learn about the different options avaliable to apply the
tape. The rigidity of the current process. If these tools
exist in production.
Talked to NPD technician who
installed tape on concept trucks.
Talked to IPP technician about
current production processes/tape
installation methods.
NPD process is flexible and involves no real process.
Tape was centered between bolts on cover and
centered on the top of the cylinder. No tools/alignment
aids were used.
IPP doesn't currently install any grip tape to any of their
cylinder covers. They do however install tape to
different areas of the truck. Will use print to measure
out and mark areas for tape.
Inquire NPD engineering about
critical dimensions to hold.
Learn about the design intent of the grips. Allows the
process to focus only on the dimensions that are
critical.
Talked to Derek Hendricks -
responsible for latest revision to
print.
Critical dimension is the 1.88 +/- .06"
Safety concern if not placed right. Other dimension just
ensures grip is centered on cylinder.
Measure location of grips on trucks
31614 & 31615. Compare to print.
Learn if current process is capable of achieving critical
dimensions.
PDCA Cycles Record (Each row = one experiment)
Obstacle: Engineering doesn't know what to question - process capability-wise Process: Engineering design review
DoaCoachingCycle.
ConducttheExperiment.
Leader: M. Covill
Achieve By: 3/29/2019
Challenge or Direction: Design within Process Capability
CC Measured On: 1/17/2019
Focus Process: Engineering design reviews & capability analysis
Process Capability Analysis Process Capability Analysis
Engineering Design Review Engineering Design Review
Target Condition: 100% of engineering designs created within process capability Current Condition:
Transition to Pierce CI
Jan
2019
Jul
2019
Everybody solving the right problems, scientifically, every day.
Deployment
• Priorities and Targets from
Hoshin Kanri (X-Matrix)
• Digital storyboard
• Bi-weekly CK
• Measurement
frequency
OBSTACLE
PARKING LOT
• Measurement
frequency
• PDCA cycle time
• Lack of coaches
OBSTACLE
PARKING LOT
Kaizen Events / Projects
Outcome Metric: % pump panels installed correctly Outcome Metric: % pump panels installed correctly
Process Metric: 5.4 cut-ins (Week 49)
2.3 reorders
-X reorders due to design
Process Metric: 4 cut-ins (Week 49)
2 reorders
Current Condition Target Condition
Metrics as of 12/05/2019
Next Target Condition
Challenge or Direction: 100% of pump panels correctly designed, able to be preassembled and installed on the truck without rework.
Focus Process: Pump Panel Design & Options Achieve-by Date: 12/6/2019
Cut-In Total
ADD SWITCH(ES) 33763 33817 33617 33721 33910 33749 34058 33861 33679 34034 34037 34075 33872 13
ADD SCENE SWITCH(ES) 33861 33454 2
DIRECT TANK FILL SWITCH &
CONTROLLER
33847 1
CUT IN DOOR(S) 33664 33312 33580 33664 4
add water level gauge 33883-1 33706 33701 33813 4
ADD TRIDENT/MANIFOLD DRAIN(S) 33847 33780 33666-1-2 33441 33561 33426 6
add speaker 33763 33716 33763 33857 33887 5
CUT IN CAB LIFT 33232 33452 33861 33622 4
ADD AIR MAX 33653 33437 2
CUSTOMIZE THE P/S MIV BOX FOR
REMOVEABLE PANEL
33739 1
ADD AIR HORN BUTTON 33883-1 33651 2
ADD A GAS DOOR 33452 34099 2
Add air outlet and snubber 33861 33915 2
L-100 LIGHT ADDED 33883-2 1
CUT IN TETHER 33678 33721 33994-1-2 3
CUT IN PRESSURE GOVERNOR 33685 1
CUT IN AKRON CONTROL 33456 1
CUT IN TRIDENT PRIMER 33645 1
CUT IN FLOWMINDER AND A
TOTALIZER BUTTON
32977 1
CUT IN FOAM PRO 33716 1
CUT IN VOLUME BOX 33716 1
CUT IN OK TO PUMP LIGHT 33703-1-2 33651 2
CUT IN 2 LIGHTS CHECK ENGINE AND
STOP ENGINE
33701 1
CUT IN ENGINE COOLER 33813 33814 2
CUT IN DELUGE GAUGE AND
HANDWHEEL
33618 1
CUT IN SWITCH SUB PANEL 33723 33876-1-233864-1-2 3
PUMP OVERHEAT 33843-1 33799 2
SONIC ALARM 33843-1 1
ELONGATE 2 MOUNTING HOLES FOR
MULTI PORT DRAIN
33437 1
CUT IN CLASS1 BALL VALVE/AIR
INLET
33701 34067-1-2 33915 3
ADDED A MC GAUGE HEATER 33834 1
ADD INTERTER 33876-1-2 1
CUTOFF LIGHT SHIELD BENDON P/S
FORWARD UPPER PANEL
33883-1-3 1
G/P REMOVED 1 7/8" OFF THE
RIGHT SIDE SO PANEL WILL MISS
LADDER RACK ARM. CUT A 1 7/8"
PIECE OFF OLD PANEL TO USE AS A
STATIONARY PIECE ON THE FRAME
33712 1
P/S LRG DISC. CUTOUT NEEDED TO
BE LARGER TO FIT THE PIPNG
33642-1-2 1
A WATEROUS VALVE CONTROL WAS
ON THE D/S PANEL. IT IS NOT
NEEDED. I WAS ABLE TO COVER IT
UP
34019 1
MOVE PUMP SHIFT 2 1/2" TO THE
RIGHT AS TO MISS PLUMBING
33518 1
P/S OUTER PUC ADDED BLOCKING
VALVE
33437 1
ADDED A LADDER CONTROL 33662 1
CUT IN WATEROUS VALVE
INDICATOR
33852 1
CUT IN WATEROUS OVERHEAT 33960-1 1
CUT IN BALL VALVE FOR FOAM
FLUSH
33905 1
# Occurrences
# Action Item Assigned To
Created
Date
Due Date
Identify Line-X truck already through engineering process
to do immediate pilot with reference prints to expedite
PDCA cycle
6/24/2019
- Update 6/3 – 33412 has been created, start
date of 6/4. Also have existing reference drawings
for 33685 (July 12 start) and 33496 – (July 16
start). Continue to monitor and update at next
meeting.
7/22/2019
- Update 6/24 – Scott Meyer had some input.
Still waiting on seeing these come through to
continue the pilot and identify any needed changes.
Will continue to monitor and update at next meeting.
8/26/2019
- Update 7/22 – No updates yet, will look for
update at next meeting.
9/23/2019
- Update 7/24 – 33622 – Order release 8/13/19,
Paper Distribution 8/28/19. 33756 – Order release
8/8/19, Paper Distribution 8/23/19.
- Update 8/26 – will look for Go/No Go decision
at next meeting. Tim & Jeff (ECT) please be
prepared to share feedback on process as we
make decision on moving forward.
Set up collaborative discussion on piece parts for
Missassauga next order. Develop understanding of what
needs to have new part numbers and process for fit up
parts that cannot get part numbers. Collaboration with
Joel R. and Nick E. to start.
6/24/2019
- Update 6/3 – waiting on Joel for next steps 7/22/2019
- Update 6/24 – though Tim was not at meeting,
discussed via text. Tim was going to follow up with
Joel. Update at next meeting.
8/26/2019
- Update 7/22 – no updates. Will look for
update at next meeting.
9/23/2019
- Update 8/26 – no updates.
COMPLET
E
- Update 9/10 – Per Tim, Line X removed from
order, close.
Follow up with Brad B/Joe S. on “owner” role for Line X
questions
- Update 6/24 – Discussion was to identify a
smaller “contact group” consisting of Ron Van
Handel, Nick Kasuboski, John Eastman, and one-
three additional team members to drive action. Will
look to refine/define process once we have finished
pilot of reference prints (reference action item 11).
On hold until completion of Action Item 11.
- Update 7/22 – Remains on hold.
Follow up with materials to ensure process is being
followed in terms of labeling all parts going out for Line X,
potential of labeling inside for partial spray parts to
eliminate extra prep
7/22/2019
- Update 7/22 – update from Jeff – been pretty
good, but last couple weeks have been a little
bumpy. Keep open and look for update. Nick K and
Troy are going to circle back with key groups. Also
reference action items 32 & 33.
8/26/2019
- Update 8/26 – Troy talked to several people in
process, all are following process. See new action
item 37 for additional follow up needed.
9/23/2019
Follow up with Al to ensure prints are sent along with
reference print (i.e. prints for all of the associated parts
listed on the print).
7/22/2019
- Update 7/22 – Did talk to Al, gave heads up
that prints would be coming, understanding
process. Monitor once we see first one through the
process.
8/26/2019
- Update 8/26 – Al was out, some parts were
sent out without prints. Process was not followed.
See new action item 37 for follow up.
9/23/2019
Follow up with Pump Panel to understand how they are
“flagging” Line X area – punch? Divot? Other method?
Potential to replicate if easy to do.
7/22/2019
- Update 7/22 – did not have a chance to
validate yet.
8/26/2019
- Update 8/26 – no updates, Nick not at meeting. 9/23/2019
Follow up with trucks that went through Body reference
print process.
7/22/2019
- Update 7/22 – per Jeff V, had one that went
through that did not have this done, and was
difficult. Jeff @ ECT has not seen yet either.
8/26/2019
- Update 7/24 – still waiting for trucks to get
through process, reference action item 11.
9/23/2019
- Update 8/26 – reference action item 11. Still
waiting on trucks to get through process.
Confirm Pierce Poly options are deleted Chris S./Shena S. 8/26/2019
Look at review/reprice of Line X options
Carrie B./Nick K/Al
B/John E
9/23/2019
- Update 7/22 – Carrie will be deleting these as
an option. Looking to complete and communicate
by 8/9.
- Update 7/24 – Carrie has prepped bulletin to
communicate change to dealer. Looking for insight
into pricing costs (added Nick K) and transportation
costs (added Al B).
- Update 8/26 – no owners at meeting. Need to
validate with Carrie that she has the information
needed to move forward.
- Update 9/10 – Bulletin was sent to sales reps
on 7/29. Need to continue to make progress on
costing. Per email traffic, working on meeting with
ECT (Carrie/Nick) to get this figured out.
Talk to Heather about notification to ECT if color changes
occur
7/22/2019
- Update 7/22 – Talked with Heather. She
currently has no interaction with ECT. Normally
Cab Line/Paint are notified if changes come
through. Sent email to Ron Van Handel to
understand what/if he does anything with
notification.
8/26/2019
- Update 8/26 – goes to Paint supervisor.
Scramble to ensure notification goes out. Get Anna
added to merge group to notify. Reference action
item 38.
9/23/2019
Follow up with supervisors to ensure they are sending Line-
X parts through Mark Dewitt
8/26/2019
- Update 8/26 – Tim not in attendance, will
follow up.
9/23/2019
Collaborate with Nick & Materials team to document Line-
X send out process and display clearly to ensure all shifts
are aware. Will generate action to update operations
supervisors with copy of process once complete.
8/26/2019
- Update 8/26 – no action, sent note to Al &
Mark to understand if we already have a
documented process. Will update at next meeting.
9/23/2019
- Update 9/23 – Nate Hoefs created standard
work to use at IPP. Chris created standard work
to use at 41 – awaiting update from Neenah to see
how they use. Review standard work as a team.
Follow up with Materials on missing parts/mislabeled
parts. Ensure we are following established process to
avoid confusion at ECT and delays for our teams.
- Update 9/23 – Chris met with 41 materials
team. Sending parts back if not labeled/missing
information.
Investigate getting Anna added to Merge Group to be able
to notify ECT if a color change happens.
- Update 8/26 – Candace does not have a
distribution group that notifies people of a color
change. Sent Randy Nett a note to see if he had
other ideas, awaiting reply.
Follow up with Brad P. to check on status of cab
reference prints
- Update 8/27 – Prints are on CN to be released
by the end of the week.
40
Update ENG-020 standard work once we make go-no go
decision to use reference prints after Pilots
Nick E./Matt H./Don
W.
8/26/2019 10/28/2019
# Action Item Assigned To
Created
Date
Complete
Walk Pump Panel process to document and understand
failure modes – current high frequency failure
- Update 5/13 – Process map completed
(attached), will be talking about at larger Pump
Panel discussion meeting 5/14
Process map cab, pumphouse, body, piece part, pump
panel processes to identify where we should focus
additional efforts
- Update 5/13 – Completed, identified several
opportunities that turned into action items
Follow up with Don Golla to understand delays in getting
piece parts to ECT
- Update 5/13 – bit of a hiccup a few months
ago but seems to be doing OK at this point.
- Update 6/3 – Still doing ok, close
Review engineering process for how Line X options are
integrated during design phase
- Update 5/13 – complete based on
conversations at meeting
Schedule follow up meeting
- Scheduled for 5/13
Follow up with Randy Nett on John Eastman process –
who can/should do this work as John has moved twice
since he started this process and still does it
- Update 6/3 – Three main buckets of work –
PO creation, POC for follow up questions, and
option /data interpretation.
Nick has agreed to take over PO’s; see new action
items for additional work on other buckets.
- Update 6/24 – per action item #19, identified
alternative group to handle POC, and reference
print should address option/data integration. Close
and follow up through action items 11/19.
Document standard process and specific details (black,
basic cabs only, no fleet) for assigning work to GB vs.
Clintonville
- Update 6/3 – Discussed with Scott, no longer
going to be using GB
Remove requirement to track cab forecasted start date,
no longer value added
- Update 6/3 – Removed
Check print release dates for updated prints (cab
clarification of locations)
- Update 6/3 – Don did not attend, will look for
update at next meeting
- Update 6/24 – prints seem to be released,
have not had issues with cabs for some time now.
Close.
Update reference print to capture with or without edges
- Update 6/3 – Updated
Follow up with Jeff at ECT to review new reference print
process
- Update 6/3 – was waiting on reference print
pilot (reference Action Item 11). Will set up
meeting.
- Update 6/24 – Jeff was at meeting.
Discussed/reviewed print process, looking forward
to pilot. Reference new action items for additional
work on print sharing. Close.
Continue experiment adding BluZone to piece part carts
- Update 6/3 – currently slow in Line X piece
parts moving over, will keep open for when volume
picks up again. Limited to orange carts at this
time.
- Update 6/24 – this has become our standard
process and is working well. Continue to use.
Close action item.
Talk to Jeff about alternative transport method if ECT milk
run truck is full (Straight Shot? Other alternative?). Was
originally assigned to Don as original discussion was issue
of us getting parts to ECT, but later found out to be parts
from ECT to us (reassigned to Nick)
Don G.
- Update 6/3 – No issues with pickups from IPP,
issue is instead with ECT not being able to bring
parts back later in week due to driver not having
enough hours. Nick to work with Jeff H to arrange
alternate transport to ensure parts are returned in
case of weekend work/immediate need on off
shifts.
Nick K
- Update 6/24 – discussed with Jeff. Will reach
out if we have this happen but has not been an
issue. Process is working well, and due to
increased demand, have additional space on larger
trailer to accommodate piece parts. Close.
Follow up with Scott Sawitski to change 5 day timing from
“A” order to “G” order to better accommodate when the
activity is happening
- Update 6/3 – after further investigation, “G”
order already has 32 hours allocated for Line X in
addition to the 40 hours for paint/line X in the “A”
order. Keeping split between the two orders for
now.
Schedule follow up meeting
- Scheduled for 6/3
Investigate impact of creation of packages for
Body/Pumphouse, including understanding impact to Cab
& prior work completed with Ken/Nicole
- Update 6/24 – Jeff reached out to key leads
and learned due to option structure/categories, this
isn’t truly as achievable as it was in Cab. Close.
Invite Jeff from ECT to next meeting
- Update 6/24 – Jeff is included in future
meetings and attended 6/24 meeting.
Schedule follow up meeting
- Scheduled for 6/24
- Update 6/24 – scheduled as monthly recurring
discussion.
Add color column to reference print, circle back with Nick
to ensure all parties creating reference prints have update.
- Update 7/22 – No update, review at next
discussion.
- Update 7/24 – Nick and Matt discussed adding
the paint color column and agreed to remove the
color note from the lower left corner and will add a
column to the table. Nick is going to revise the
existing Pump House prints revised, and Matt will
revise the two for rear body engineering.
- Update 8/26 – per Matt, this is complete.
Discuss structuring of options for partial Line X, investigate
removal of partial or reprice to accommodate additional
labor/cost for prep.
Chris S./John
E./Shena S.
- Update 7/22 – Eliminating compartment
shelves as a partial option. Going to look at other
partials and reprice as necessary. Shoot for
review first full week in August.
Carrie B.
- Update 8/26 – Reference Action Item 30.
Looking to update pricing and additional details on
Line-X. Close this one as this will be included in
Action Item 30.
Follow up with Carley – potential to pull prints from outside
organization?
- Update 7/22 – No go – does not exist. Close.
Send “Print Pull” tool to John, Al, Nick to avoid individual
print lookup/printing
- Update 7/22 – sent to all.
Develop color tags and add to process for Line X to
ensure operations is able to call out correct Line X color to
avoid confusion when parts arrive at ECT.
- Update 8/26 – colored tags are available and
are being used.
Follow up with Nick K on reference print nomenclature –
what is the standard coding going to look like (pump house
vs. body, LX for line x, etc.)
- Update 7/24 – Per email traffic, nomenclature
is as follows:
- PHSS = Pump House Safe Stride
- PHLX = Pump House Line-X
- BDLX = Body Line-X
- BDSS = Body Safe Stride
- Reference prints will be saved with TRUCK#-
XXXX (referencing above nomenclature), for
example, 33622-BDLX would be Body Line-X
Drawing for truck 33622
Discuss and develop path forward for square insert issue
(Justin Van Camp email 8/2)
- Update 8/26 – Per email traffic, square inserts
will be put in at ECT.
35 Nick E./Matt H. 7/22/2019
COMPLET
E
36 Justin V. 8/4/2019
COMPLET
E
27 Jeff V. 6/24/2019
COMPLET
E
34 Troy S. 7/22/2019
COMPLET
E
23 6/24/2019
COMPLET
E
25 Nick K. 6/24/2019
COMPLET
E
21 Chris 6/3/2019
COMPLET
E
22 Matt H 6/24/2019
COMPLET
E
18 Jeff V. 6/3/2019
COMPLET
E
20 Chris S./Nick K. 6/3/2019
COMPLET
E
16 Anna 5/13/2019
COMPLET
E
17 Chris 5/13/2019
COMPLET
E
13 Anna 5/13/2019
COMPLET
E
14 5/13/2019
COMPLET
E
10 Nick E 5/13/2019
COMPLET
E
12
Nick K (coordinate
with Nick E/John E)
5/13/2019
COMPLET
E
8 Anna 5/13/2019
COMPLET
E
9 Don W. 5/13/2019
COMPLET
E
6 Chris 5/13/2019
COMPLET
E
7 Nick K. 5/13/2019
COMPLET
E
4
Don/TBD Body
Engineer
4/9/2019
COMPLET
E
5 Chris 4/9/2019
COMPLET
E
2 Troy 4/9/2019
COMPLET
E
3 Chris 4/9/2019
COMPLET
E
39 Chris S. 8/26/2019 9/23/2019
Completed Action Items
1 John/Troy/Anna 4/9/2019
COMPLET
E
37 Tim H. 8/26/2019 9/23/2019
38 Chris S. 8/26/2019 9/23/2019
32 Tim H. 7/22/2019
33 Chris S. 7/22/2019
29 Matt H. 6/24/2019
30 6/24/2019
31 Chris S. 6/24/2019
26 Nick K. 6/24/2019
28 Nick K. 6/24/2019
19 Chris S. 6/3/2019 HOLD
24 Tim H. 6/24/2019
Existing Action Items
11 Nick E./Matt H. 5/13/2019
15 Tim H. 5/13/2019
Date Curr.-Cond.
(process-met.)
The 1 Obstacle
(impacts p-met)
Next Step & Expectations
(numerical data)
until
when
What Happened
(numerical data)
What We Learned
Understand what drains are being
cut-in. Clarify what, where, and why
they're cutting in.
Mike B collect 1 week of data with
background info (including second
shift). Mike S to make notes section
bigger on spreadsheet. Mike B to
take pictures and save so we can
look at for review.
E: A lot of missed drains are design
error because they're the last thing
added. Also may not have
information. We add drains &
tubing and was never
communicated
Terry put a note in truck builder
with a picture explaining that tee is
for future foam system.
E: Assembler will see note and not
cut in when they don't need to.
Louis and Mike to get together to
review list of options Louis needs
clarified.
E: Help Louis understand why
options are the way they're written,
make updates to options if needed.
Go in and look at cab lift options
and see if we can add a specific
location to them (Mike)
E: Bring more clarity to designer and
installer on location, reduce cab lift
cut-in
Zach to remind pump panel group
to enter issues into spreadsheets.
Mike to pareto
E:
#####
Experimenting Record
ConducttheExperiment
Process: Pump Panel Design & Options
10/18/2019
6 cut-ins
2 reorders
Too many drain
cut-ins
10/25/2019
Drain cut-in identified was added by
newer night shift tubing guys.
Because of way tee was oriented,
thought it was a check valve when it
was really a future foam system.
Designer
unclear on
certain options
Cab lift
locations are
vague
#####
Mar
2019
Present
Everybody solving the right problems, scientifically, every day.
Deployment
• Existing Kaizen process
• Bi-weekly and monthly
storyboard with team
• Process owners collect
data
• Storyboard owned by
project lead
Deployment
• Existing Kaizen process
• Bi-weekly and monthly
storyboard with team
• Process owners collect
data
• Storyboard owned by
project lead
Kaizen Events / Projects
Outcome Metric: % pump panels installed correctly Outcome Metric: % pump panels installed correctly
Process Metric: 5.4 cut-ins (Week 49)
2.3 reorders
-X reorders due to design
Process Metric: 4 cut-ins (Week 49)
2 reorders
Current Condition Target Condition
Metrics as of 12/05/2019
Next Target Condition
Challenge or Direction: 100% of pump panels correctly designed, able to be preassembled and installed on the truck without rework.
Focus Process: Pump Panel Design & Options Achieve-by Date: 12/6/2019
Cut-In Total
ADD SWITCH(ES) 33763 33817 33617 33721 33910 33749 34058 33861 33679 34034 34037 34075 33872 13
ADD SCENE SWITCH(ES) 33861 33454 2
DIRECT TANK FILL SWITCH &
CONTROLLER
33847 1
CUT IN DOOR(S) 33664 33312 33580 33664 4
add water level gauge 33883-1 33706 33701 33813 4
ADD TRIDENT/MANIFOLD DRAIN(S) 33847 33780 33666-1-2 33441 33561 33426 6
add speaker 33763 33716 33763 33857 33887 5
CUT IN CAB LIFT 33232 33452 33861 33622 4
ADD AIR MAX 33653 33437 2
CUSTOMIZE THE P/S MIV BOX FOR
REMOVEABLE PANEL
33739 1
ADD AIR HORN BUTTON 33883-1 33651 2
ADD A GAS DOOR 33452 34099 2
Add air outlet and snubber 33861 33915 2
L-100 LIGHT ADDED 33883-2 1
CUT IN TETHER 33678 33721 33994-1-2 3
CUT IN PRESSURE GOVERNOR 33685 1
CUT IN AKRON CONTROL 33456 1
CUT IN TRIDENT PRIMER 33645 1
CUT IN FLOWMINDER AND A
TOTALIZER BUTTON
32977 1
CUT IN FOAM PRO 33716 1
CUT IN VOLUME BOX 33716 1
CUT IN OK TO PUMP LIGHT 33703-1-2 33651 2
CUT IN 2 LIGHTS CHECK ENGINE AND
STOP ENGINE
33701 1
CUT IN ENGINE COOLER 33813 33814 2
CUT IN DELUGE GAUGE AND
HANDWHEEL
33618 1
CUT IN SWITCH SUB PANEL 33723 33876-1-233864-1-2 3
PUMP OVERHEAT 33843-1 33799 2
SONIC ALARM 33843-1 1
ELONGATE 2 MOUNTING HOLES FOR
MULTI PORT DRAIN
33437 1
CUT IN CLASS1 BALL VALVE/AIR
INLET
33701 34067-1-2 33915 3
ADDED A MC GAUGE HEATER 33834 1
ADD INTERTER 33876-1-2 1
CUTOFF LIGHT SHIELD BENDON P/S
FORWARD UPPER PANEL
33883-1-3 1
G/P REMOVED 1 7/8" OFF THE
RIGHT SIDE SO PANEL WILL MISS
LADDER RACK ARM. CUT A 1 7/8"
PIECE OFF OLD PANEL TO USE AS A
STATIONARY PIECE ON THE FRAME
33712 1
P/S LRG DISC. CUTOUT NEEDED TO
BE LARGER TO FIT THE PIPNG
33642-1-2 1
A WATEROUS VALVE CONTROL WAS
ON THE D/S PANEL. IT IS NOT
NEEDED. I WAS ABLE TO COVER IT
UP
34019 1
MOVE PUMP SHIFT 2 1/2" TO THE
RIGHT AS TO MISS PLUMBING
33518 1
P/S OUTER PUC ADDED BLOCKING
VALVE
33437 1
ADDED A LADDER CONTROL 33662 1
CUT IN WATEROUS VALVE
INDICATOR
33852 1
CUT IN WATEROUS OVERHEAT 33960-1 1
CUT IN BALL VALVE FOR FOAM
FLUSH
33905 1
# Occurrences
# Action Item Assigned To
Created
Date
Due Date
Identify Line-X truck already through engineering process
to do immediate pilot with reference prints to expedite
PDCA cycle
6/24/2019
- Update 6/3 – 33412 has been created, start
date of 6/4. Also have existing reference drawings
for 33685 (July 12 start) and 33496 – (July 16
start). Continue to monitor and update at next
meeting.
7/22/2019
- Update 6/24 – Scott Meyer had some input.
Still waiting on seeing these come through to
continue the pilot and identify any needed changes.
Will continue to monitor and update at next meeting.
8/26/2019
- Update 7/22 – No updates yet, will look for
update at next meeting.
9/23/2019
- Update 7/24 – 33622 – Order release 8/13/19,
Paper Distribution 8/28/19. 33756 – Order release
8/8/19, Paper Distribution 8/23/19.
- Update 8/26 – will look for Go/No Go decision
at next meeting. Tim & Jeff (ECT) please be
prepared to share feedback on process as we
make decision on moving forward.
Set up collaborative discussion on piece parts for
Missassauga next order. Develop understanding of what
needs to have new part numbers and process for fit up
parts that cannot get part numbers. Collaboration with
Joel R. and Nick E. to start.
6/24/2019
- Update 6/3 – waiting on Joel for next steps 7/22/2019
- Update 6/24 – though Tim was not at meeting,
discussed via text. Tim was going to follow up with
Joel. Update at next meeting.
8/26/2019
- Update 7/22 – no updates. Will look for
update at next meeting.
9/23/2019
- Update 8/26 – no updates.
COMPLET
E
- Update 9/10 – Per Tim, Line X removed from
order, close.
Follow up with Brad B/Joe S. on “owner” role for Line X
questions
- Update 6/24 – Discussion was to identify a
smaller “contact group” consisting of Ron Van
Handel, Nick Kasuboski, John Eastman, and one-
three additional team members to drive action. Will
look to refine/define process once we have finished
pilot of reference prints (reference action item 11).
On hold until completion of Action Item 11.
- Update 7/22 – Remains on hold.
Follow up with materials to ensure process is being
followed in terms of labeling all parts going out for Line X,
potential of labeling inside for partial spray parts to
eliminate extra prep
7/22/2019
- Update 7/22 – update from Jeff – been pretty
good, but last couple weeks have been a little
bumpy. Keep open and look for update. Nick K and
Troy are going to circle back with key groups. Also
reference action items 32 & 33.
8/26/2019
- Update 8/26 – Troy talked to several people in
process, all are following process. See new action
item 37 for additional follow up needed.
9/23/2019
Follow up with Al to ensure prints are sent along with
reference print (i.e. prints for all of the associated parts
listed on the print).
7/22/2019
- Update 7/22 – Did talk to Al, gave heads up
that prints would be coming, understanding
process. Monitor once we see first one through the
process.
8/26/2019
- Update 8/26 – Al was out, some parts were
sent out without prints. Process was not followed.
See new action item 37 for follow up.
9/23/2019
Follow up with Pump Panel to understand how they are
“flagging” Line X area – punch? Divot? Other method?
Potential to replicate if easy to do.
7/22/2019
- Update 7/22 – did not have a chance to
validate yet.
8/26/2019
- Update 8/26 – no updates, Nick not at meeting. 9/23/2019
Follow up with trucks that went through Body reference
print process.
7/22/2019
- Update 7/22 – per Jeff V, had one that went
through that did not have this done, and was
difficult. Jeff @ ECT has not seen yet either.
8/26/2019
- Update 7/24 – still waiting for trucks to get
through process, reference action item 11.
9/23/2019
- Update 8/26 – reference action item 11. Still
waiting on trucks to get through process.
Confirm Pierce Poly options are deleted Chris S./Shena S. 8/26/2019
Look at review/reprice of Line X options
Carrie B./Nick K/Al
B/John E
9/23/2019
- Update 7/22 – Carrie will be deleting these as
an option. Looking to complete and communicate
by 8/9.
- Update 7/24 – Carrie has prepped bulletin to
communicate change to dealer. Looking for insight
into pricing costs (added Nick K) and transportation
costs (added Al B).
- Update 8/26 – no owners at meeting. Need to
validate with Carrie that she has the information
needed to move forward.
- Update 9/10 – Bulletin was sent to sales reps
on 7/29. Need to continue to make progress on
costing. Per email traffic, working on meeting with
ECT (Carrie/Nick) to get this figured out.
Talk to Heather about notification to ECT if color changes
occur
7/22/2019
- Update 7/22 – Talked with Heather. She
currently has no interaction with ECT. Normally
Cab Line/Paint are notified if changes come
through. Sent email to Ron Van Handel to
understand what/if he does anything with
notification.
8/26/2019
- Update 8/26 – goes to Paint supervisor.
Scramble to ensure notification goes out. Get Anna
added to merge group to notify. Reference action
item 38.
9/23/2019
Follow up with supervisors to ensure they are sending Line-
X parts through Mark Dewitt
8/26/2019
- Update 8/26 – Tim not in attendance, will
follow up.
9/23/2019
Collaborate with Nick & Materials team to document Line-
X send out process and display clearly to ensure all shifts
are aware. Will generate action to update operations
supervisors with copy of process once complete.
8/26/2019
- Update 8/26 – no action, sent note to Al &
Mark to understand if we already have a
documented process. Will update at next meeting.
9/23/2019
- Update 9/23 – Nate Hoefs created standard
work to use at IPP. Chris created standard work
to use at 41 – awaiting update from Neenah to see
how they use. Review standard work as a team.
Follow up with Materials on missing parts/mislabeled
parts. Ensure we are following established process to
avoid confusion at ECT and delays for our teams.
- Update 9/23 – Chris met with 41 materials
team. Sending parts back if not labeled/missing
information.
Investigate getting Anna added to Merge Group to be able
to notify ECT if a color change happens.
- Update 8/26 – Candace does not have a
distribution group that notifies people of a color
change. Sent Randy Nett a note to see if he had
other ideas, awaiting reply.
Follow up with Brad P. to check on status of cab
reference prints
- Update 8/27 – Prints are on CN to be released
by the end of the week.
40
Update ENG-020 standard work once we make go-no go
decision to use reference prints after Pilots
Nick E./Matt H./Don
W.
8/26/2019 10/28/2019
# Action Item Assigned To
Created
Date
Complete
Walk Pump Panel process to document and understand
failure modes – current high frequency failure
- Update 5/13 – Process map completed
(attached), will be talking about at larger Pump
Panel discussion meeting 5/14
Process map cab, pumphouse, body, piece part, pump
panel processes to identify where we should focus
additional efforts
- Update 5/13 – Completed, identified several
opportunities that turned into action items
Follow up with Don Golla to understand delays in getting
piece parts to ECT
- Update 5/13 – bit of a hiccup a few months
ago but seems to be doing OK at this point.
- Update 6/3 – Still doing ok, close
Review engineering process for how Line X options are
integrated during design phase
- Update 5/13 – complete based on
conversations at meeting
Schedule follow up meeting
- Scheduled for 5/13
Follow up with Randy Nett on John Eastman process –
who can/should do this work as John has moved twice
since he started this process and still does it
- Update 6/3 – Three main buckets of work –
PO creation, POC for follow up questions, and
option /data interpretation.
Nick has agreed to take over PO’s; see new action
items for additional work on other buckets.
- Update 6/24 – per action item #19, identified
alternative group to handle POC, and reference
print should address option/data integration. Close
and follow up through action items 11/19.
Document standard process and specific details (black,
basic cabs only, no fleet) for assigning work to GB vs.
Clintonville
- Update 6/3 – Discussed with Scott, no longer
going to be using GB
Remove requirement to track cab forecasted start date,
no longer value added
- Update 6/3 – Removed
Check print release dates for updated prints (cab
clarification of locations)
- Update 6/3 – Don did not attend, will look for
update at next meeting
- Update 6/24 – prints seem to be released,
have not had issues with cabs for some time now.
Close.
Update reference print to capture with or without edges
- Update 6/3 – Updated
Follow up with Jeff at ECT to review new reference print
process
- Update 6/3 – was waiting on reference print
pilot (reference Action Item 11). Will set up
meeting.
- Update 6/24 – Jeff was at meeting.
Discussed/reviewed print process, looking forward
to pilot. Reference new action items for additional
work on print sharing. Close.
Continue experiment adding BluZone to piece part carts
- Update 6/3 – currently slow in Line X piece
parts moving over, will keep open for when volume
picks up again. Limited to orange carts at this
time.
- Update 6/24 – this has become our standard
process and is working well. Continue to use.
Close action item.
Talk to Jeff about alternative transport method if ECT milk
run truck is full (Straight Shot? Other alternative?). Was
originally assigned to Don as original discussion was issue
of us getting parts to ECT, but later found out to be parts
from ECT to us (reassigned to Nick)
Don G.
- Update 6/3 – No issues with pickups from IPP,
issue is instead with ECT not being able to bring
parts back later in week due to driver not having
enough hours. Nick to work with Jeff H to arrange
alternate transport to ensure parts are returned in
case of weekend work/immediate need on off
shifts.
Nick K
- Update 6/24 – discussed with Jeff. Will reach
out if we have this happen but has not been an
issue. Process is working well, and due to
increased demand, have additional space on larger
trailer to accommodate piece parts. Close.
Follow up with Scott Sawitski to change 5 day timing from
“A” order to “G” order to better accommodate when the
activity is happening
- Update 6/3 – after further investigation, “G”
order already has 32 hours allocated for Line X in
addition to the 40 hours for paint/line X in the “A”
order. Keeping split between the two orders for
now.
Schedule follow up meeting
- Scheduled for 6/3
Investigate impact of creation of packages for
Body/Pumphouse, including understanding impact to Cab
& prior work completed with Ken/Nicole
- Update 6/24 – Jeff reached out to key leads
and learned due to option structure/categories, this
isn’t truly as achievable as it was in Cab. Close.
Invite Jeff from ECT to next meeting
- Update 6/24 – Jeff is included in future
meetings and attended 6/24 meeting.
Schedule follow up meeting
- Scheduled for 6/24
- Update 6/24 – scheduled as monthly recurring
discussion.
Add color column to reference print, circle back with Nick
to ensure all parties creating reference prints have update.
- Update 7/22 – No update, review at next
discussion.
- Update 7/24 – Nick and Matt discussed adding
the paint color column and agreed to remove the
color note from the lower left corner and will add a
column to the table. Nick is going to revise the
existing Pump House prints revised, and Matt will
revise the two for rear body engineering.
- Update 8/26 – per Matt, this is complete.
Discuss structuring of options for partial Line X, investigate
removal of partial or reprice to accommodate additional
labor/cost for prep.
Chris S./John
E./Shena S.
- Update 7/22 – Eliminating compartment
shelves as a partial option. Going to look at other
partials and reprice as necessary. Shoot for
review first full week in August.
Carrie B.
- Update 8/26 – Reference Action Item 30.
Looking to update pricing and additional details on
Line-X. Close this one as this will be included in
Action Item 30.
Follow up with Carley – potential to pull prints from outside
organization?
- Update 7/22 – No go – does not exist. Close.
Send “Print Pull” tool to John, Al, Nick to avoid individual
print lookup/printing
- Update 7/22 – sent to all.
Develop color tags and add to process for Line X to
ensure operations is able to call out correct Line X color to
avoid confusion when parts arrive at ECT.
- Update 8/26 – colored tags are available and
are being used.
Follow up with Nick K on reference print nomenclature –
what is the standard coding going to look like (pump house
vs. body, LX for line x, etc.)
- Update 7/24 – Per email traffic, nomenclature
is as follows:
- PHSS = Pump House Safe Stride
- PHLX = Pump House Line-X
- BDLX = Body Line-X
- BDSS = Body Safe Stride
- Reference prints will be saved with TRUCK#-
XXXX (referencing above nomenclature), for
example, 33622-BDLX would be Body Line-X
Drawing for truck 33622
Discuss and develop path forward for square insert issue
(Justin Van Camp email 8/2)
- Update 8/26 – Per email traffic, square inserts
will be put in at ECT.
35 Nick E./Matt H. 7/22/2019
COMPLET
E
36 Justin V. 8/4/2019
COMPLET
E
27 Jeff V. 6/24/2019
COMPLET
E
34 Troy S. 7/22/2019
COMPLET
E
23 6/24/2019
COMPLET
E
25 Nick K. 6/24/2019
COMPLET
E
21 Chris 6/3/2019
COMPLET
E
22 Matt H 6/24/2019
COMPLET
E
18 Jeff V. 6/3/2019
COMPLET
E
20 Chris S./Nick K. 6/3/2019
COMPLET
E
16 Anna 5/13/2019
COMPLET
E
17 Chris 5/13/2019
COMPLET
E
13 Anna 5/13/2019
COMPLET
E
14 5/13/2019
COMPLET
E
10 Nick E 5/13/2019
COMPLET
E
12
Nick K (coordinate
with Nick E/John E)
5/13/2019
COMPLET
E
8 Anna 5/13/2019
COMPLET
E
9 Don W. 5/13/2019
COMPLET
E
6 Chris 5/13/2019
COMPLET
E
7 Nick K. 5/13/2019
COMPLET
E
4
Don/TBD Body
Engineer
4/9/2019
COMPLET
E
5 Chris 4/9/2019
COMPLET
E
2 Troy 4/9/2019
COMPLET
E
3 Chris 4/9/2019
COMPLET
E
39 Chris S. 8/26/2019 9/23/2019
Completed Action Items
1 John/Troy/Anna 4/9/2019
COMPLET
E
37 Tim H. 8/26/2019 9/23/2019
38 Chris S. 8/26/2019 9/23/2019
32 Tim H. 7/22/2019
33 Chris S. 7/22/2019
29 Matt H. 6/24/2019
30 6/24/2019
31 Chris S. 6/24/2019
26 Nick K. 6/24/2019
28 Nick K. 6/24/2019
19 Chris S. 6/3/2019 HOLD
24 Tim H. 6/24/2019
Existing Action Items
11 Nick E./Matt H. 5/13/2019
15 Tim H. 5/13/2019
Date Curr.-Cond.
(process-met.)
The 1 Obstacle
(impacts p-met)
Next Step & Expectations
(numerical data)
until
when
What Happened
(numerical data)
What We Learned
Understand what drains are being
cut-in. Clarify what, where, and why
they're cutting in.
Mike B collect 1 week of data with
background info (including second
shift). Mike S to make notes section
bigger on spreadsheet. Mike B to
take pictures and save so we can
look at for review.
E: A lot of missed drains are design
error because they're the last thing
added. Also may not have
information. We add drains &
tubing and was never
communicated
Terry put a note in truck builder
with a picture explaining that tee is
for future foam system.
E: Assembler will see note and not
cut in when they don't need to.
Louis and Mike to get together to
review list of options Louis needs
clarified.
E: Help Louis understand why
options are the way they're written,
make updates to options if needed.
Go in and look at cab lift options
and see if we can add a specific
location to them (Mike)
E: Bring more clarity to designer and
installer on location, reduce cab lift
cut-in
Zach to remind pump panel group
to enter issues into spreadsheets.
Mike to pareto
E:
#####
Experimenting Record
ConducttheExperiment
Process: Pump Panel Design & Options
10/18/2019
6 cut-ins
2 reorders
Too many drain
cut-ins
10/25/2019
Drain cut-in identified was added by
newer night shift tubing guys.
Because of way tee was oriented,
thought it was a check valve when it
was really a future foam system.
Designer
unclear on
certain options
Cab lift
locations are
vague
#####
Mar
2019
Present
Everybody solving the right problems, scientifically, every day.
• Measurement
frequency
• PDCA cycle time
• Lack of coaches
OBSTACLE
PARKING LOT
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
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Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
Midwest Kata Practitioner Day 2020
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Midwest Kata Practitioner Day 2020

  • 1. Midwest Kata Practitioner Day January 09, 2020
  • 2. Safety Guidelines for Today • Emergency Exits • Bathrooms
  • 3. Reminders • Please silence your phones • Presentations will be available for download after today’s event • Be sure to network today!
  • 4. Why KPDs? A supplementary accessible, compact, regional forum for sharing IK/CK activity
  • 5. KPD - Purpose • Learn more about Improvement Kata / Coaching Kata • Share experiences with making scientific thinking a practical skill that anyone can learn through practice. • See what Midwest organizations are doing and learning with IK/CK practice • Encourage Communities of Practice in the Midwest
  • 6. KPD - Desired Outcomes • You have a better understanding of the IK/CK approach to improvement, adaptation and innovation • You're thinking about scientific thinking • You're inspired to help develop scientific thinking in young people • Interest in a Community of Practice • Maybe we meet again
  • 7. 1) DIY • Not just copying • Practice the "Starter Kata," then evolve your own way Improvement Kata Spirit 2) You're Part of It • At the KPD – Pick up as much as you can • After the KPD – Practice, and share what you learn
  • 8. What’s Your IK/CK Experience Level? Newbie: Heard about Kata, want to learn more, not yet practicing Advanced Beginner: Practicing for 2 or less years Competent: Practicing for 2 – 4 years, Coaching Proficient: Practicing for > 4 years, Coaching and Teaching
  • 9. KPD Agenda Overview AM • Keynote • 15-minute Break • Breakout Session – Overview of IK/CK – Panel Discussion • 10-Minute Break • 1 Practitioner • Morning Reflection PM • Keynote • 5-minute Break • Breakout Session – Kata Simulation – Kata Dojo • 5-Minute Break • 2 Practitioners • Summary & Conclusion LUNCH (60 min) Networking 9:00 - Start 12:00 - End 1:00 - Start 4:30 - End
  • 11. Brandon Brown Owner & Master Kata Coach Continuous Coaching Commitment
  • 12. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 CI4 = Kata + TWI The New Formula for CI System Success Presentation - C3 base 01062020.ppt
  • 13. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 “The Call” ( 4:15p APRIL – 2016)
  • 14. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 TWI – JI and JR at Baptist Memorial Skip personally taught TWI-JI 10 hr class 55 times 2014-15: • Needed a basis of Train the Trainers to start the Baptist Management System • To get to know key influencers at the hospitals, names, faces, personalities  Master at Job Relations 2016
  • 15. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 One question he wanted me to consider and then answer him the next week was… Could the Coaching Kata routine be used to deploy one of the “TWI- J__” programs like project management, but without the ghant charts, project timelines, and timetables, etc.? Reason: So Baptist doesn’t “Train for the sake of Training” and we are more intentional about who we train and allow a natural “pull” system to generate the need – Let the Kata Challenges act as a pull system on the TWI-J Programs. (paraphrased, Skip Steward, VP and CIO Baptist Memorial Health Care, 4/2016)
  • 16. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 JR Challenge – NEA Baptist It would be OUTSTANDING if by 12/31/16, NEA Baptist leaders are using the JR 4 step method to identify and address problems before they become critical, and that JR is applied throughout the health system so that we achieve: Outcome Metrics: • 80% score on foundation survey • < 136 Written Warnings (WW), • < 56 Involuntary Terminations (Terms)
  • 17. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Skip: Well Brandon, after 6 to 8 weeks, How does it feel using Kata to deploy TWI - JR?” It feels like I have my underwear on backward! …like I don’t know if I’m giving coaching advise or I’m learning from the Learner and/or Coaches? Sometimes I have to say, “I don’t know, let’s see” to their questions,… I don’t like that.
  • 18. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Skip replied, “ You know, it sounds like you are at your Knowledge Threshold…That’s a good thing – isn’t it? THERE'S A THRESHOLD OF KNOWLEDGE BETWEEN YOU AND YOUR GOAL Next Target Condition (date) Path isn't knowable in advance Where you want to be next Your Current Knowledge Threshold ? ? ? Limit of what you currently know Where you are The Goal It's the point at which you have no facts or data and start guessing
  • 19. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Several TOKs on our way to these Challenges Obstacles Experiments Current Condition Next Target Condition (dated) Threshold of Knowledge Obstacles Experiments Obstacles
  • 20. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Deploying JR using Kata TC #1 (09.23.16) TC #6
  • 21. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 JR Deployment via KATA Summary KATACON 4 Melanie Edens, Assoc. Administrator, NEA Baptist Health System 1. Biggest struggle: Identifying a way to determine if 4 step method was utilized. 2. Learning: Employee engagement survey results helped identify areas to refocus use of 4 foundations, and changed priority of training. JR needed more focus and attention from Administration. 3. If I had the opportunity to start this Kata again, I would spend more time with Brandon. 4. If I were not using Kata to deploy TWI, we would have trained 100% of leaders without checking the quality and results of the training.
  • 22. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 TWI-JI at Memphis Hospital (the beginning) Supervisors Directors & Managers Coaching Kata Deployed Director/Executive Sponsor This is the Advance/Shepherding Group (2015) CAUTI CLABSI FALLS (2017-2018) The Kata Challenge pulled intentionality
  • 23. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 JM Shepherd Groups formed to deploy
  • 24. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Fact & Data-Based Grasp of the Current Condition
  • 25. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Unbiased Setting of the Target Condition JM Questions 1. Eliminate 2. Combine 3. Rearrange 4. Simplify
  • 26. 38% Patient Rescheduling success before 78% Patient Rescheduling success after
  • 27. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Current Condition JM where we document and question every detail. This produces an unbiased CC working pattern Target Condition JM where we documented how we want to strive to do the work with intentionality – Not an arbitrary number, but a pattern work we STRIVE TO DO, in our Target Condition as seen thru Process Behavior Charts.
  • 28. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 TWI – JM to Grasp the (True) Current Condition by observation. ER Nursing behaviors and actions and the Admissions behaviors and actions TWI – JM to define how we will strive in the Target Condition by working in the new JM pattern of work Over $1.5 Million in cash collections from a hospital that was collecting less than $250K a year in cash.
  • 29. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Medical Device Mfg Co. – TWI JM + Kata TC=NewJobMethod CC=CurrentJobMethod Focus Process Challenge PDSAs Obstacles to Working in the New JM Pattern Visuals from PDSAs Process & Outcome Metrics in Process Behavior Charts
  • 30. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Rother & Liker - November 2014 EXAMPLE: THE A3 A lesson learned in the Toyota Kata research is that A3 is a Toyota tool that's used there in the context of corrective coaching by an experienced mentor. When A3 gets used in other organizations without this underlying component, the probability of A3 developing systematic, scientific thinking & acting is low. The thinking pattern that Toyota wants is taught by their seasoned coaches, not by the A3 format itself The A3 Tool The desired pattern of thinking & acting is here Experienced Mentor At Toyota 30
  • 31. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Adapted by C. Brandon Brown from Rother & Liker – January 2020 EXAMPLE: THE A3 A lesson learned in my experience at Baptist and other Organizations is that JR+JI+JM are tools to be used there in the context of corrective coaching by an experienced mentor (i.e. KATA). When TWI gets used in other organizations without this underlying component of KATA, the probability of TWI developing systematic, scientific thinking & acting is low. The thinking pattern that Baptist Memorial and others want is taught by their seasoned coaches, not by the TWI, or BMS tool itself The desired pattern of thinking & acting is here Experienced Mentor At Baptist and Others 31 The TWI Tool
  • 32. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 CI4 = Kata + TWI The New Formula for CI System Success Continuous Improvement4 = (Kata + JI + JM ) x JR
  • 33. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 What’s next with Systems Thinking? KEY Directors & Managers act as Coaches and Shepherds of various parts of the Management System with TWI Job Relations as the core lubricant Director/Executive Sponsor JI JM Kata A3IDEA GEN HUDDLES
  • 34. © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 © C. Brandon Brown www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 THANK YOU FOR THE GIFT OF YOUR TIME! Brandon Brown, P. E. Brandon@katamastercoach.com 479-856-1919
  • 35. Break / Move to Breakout Session 15 minutes • Starter Kata Basics – Main Room • Beyond the Starter Kata Panel Discussion – BC 141
  • 37. Starter Kata Basics Yvonne DeGroot – degrooty@fvtc.edu Dan Raunwald – drauwald@simcut.com
  • 38. The Improvement Kata and Coaching Kata Practice Guide and its contents are Copyright © 2015 by Mike Rother, all rights reserved. These materials are intended to support persons who are teaching, practicing or interested in the Improvement Kata and Coaching Kata. You are free to copy and use these materials as long as you note the source and copyright on each page, but they may not be reproduced for sale in any form. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 39. Can you relate to any of this? • Spend too much time on random problems. • Team jumps to solutions. • Problems are large and overwhelming. • Improvement events leave with a large action plan that gets put aside. • Scope creep.
  • 40. Sometimes reacting fast is good …. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 41. But sometimes this can happen …. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 42. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 43. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 44. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 45. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 46. Key Points on Knowledge Threshold 1. They are hard to see (until you practice). 2. We see further by experimenting. 3. We don’t know in advance what the result of a step/experiment will be. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 47. WHAT is KATA? Kata are structured routines to practice deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities. “Let’s begin by practicing it this way for a while” Science + Kata = Problem Solving Skill Combining a scientific pattern with structured practice routines (Kata) develops effective problem solvers By Mike Rother
  • 48. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 49. Let’s Try One Small Change • Sign your name five times. • Switch to non-dominant hand • Sign name 5 times • Start when I say go • Raise your hand when you are finished © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 50. • What’s preventing us from reaching the goal? • What one step can I take toward the goal RIGHT NOW? • Did it work? • If not, what else can I try? • What did I learn? • What is the Goal? • How will I know if we’ve reached our goal? (METRICS!) • Standardize & stabilize what worked or go through process again. Act Plan DoStudy
  • 51. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 52. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 53. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 54. Source: Toyota Kata & Toyota Kata Culture, Mike Rother
  • 55.
  • 56. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 57. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 58. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 59. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 60. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 61. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 63. © Copyright 2019 – Yvonne DeGroot & Fox Valley Technical College
  • 64. Questions & Reflections • What are you intrigued with? • What questions do you have?
  • 65. Beyond the Starter Kata: Panel Discussion
  • 66. Break – Move back to main room 10 minutes
  • 68. Setting the Challenge! Kata Practitioner Day January 9, 2020
  • 70. A Strategic Management System Manage the flow of work Align and focus with catch-ball Build solutions using lean learning loops Ask “What must be true?” Make choices of how to solve, and not Understand your situation Define your strategic issue
  • 71. A Strategic Management System Understand your situation
  • 74. Connecting Strategy and Design Source: Tim Brown, IDEO Desirability meeting human needs Viability sustainable business model Feasibility technologically possible
  • 81. PESTLE (or STEEPL) Analysis POLITICAL TECHNOLOGICAL SOCIAL ECONOMIC ENVIRONMENTAL LEGAL
  • 83. A Strategic Management System Understand your situation Define your strategic issue
  • 84. All the Ways to Grow a Business New Service Development Market Expansion Horizontal Integration Vertical Integration Diversification • Concentric • Conglomerate Current New Value Propositions NewCurrent Markets
  • 85. SD + OE + BR Developing a new standard (process, method) to create differentiation from competitors that is relevant to customers! Strategy Deployment Improving a current standard (process, method) Operational Effectiveness The big projects that consume cross-organizational resources, but will not create differentiation (like ICD10) “Big Rocks” True North Equation
  • 86. When the solution requires more than incremental thinking; the solution to the problem/opportunity is a “mystery”. Source: Matthew E. May Where Does Innovation Fit?
  • 87. A Strategic Management System Understand your situation Set the challenge: “How might we…?”
  • 88. A Strategic Management System Make choices of how to solve, and not Understand your situation “How might we…?
  • 89. An Integrated Cascade of Choices Source: A.G. Lafley and Roger L. Martin “Playing to Win”
  • 90. A Strategic Management System Ask “What must be true?” Make choices of how to solve, and not Understand your situation Define your strategic issue
  • 91. A Strategic Management System Build solutions using lean learning loops Ask “What must be true?” Make choices of how to solve, and not Understand your situation Define your strategic issue
  • 92. A Strategic Management System Align and focus with catch-ball Build solutions using lean learning loops Ask “What must be true?” Make choices of how to solve, and not Understand your situation Define your strategic issue
  • 93. TWO WAYS TO DEPLOY STRATEGY this… not this… Source: Institute for Enterprise Excellence
  • 94. A Strategic Management System Manage the flow of work Align and focus with catch-ball Build solutions using lean learning loops Ask “What must be true?” Make choices of how to solve, and not Understand your situation Define your strategic issue
  • 96. Questions for Strategy Deployment Reviews • What did we expect to happen? • What actually happened? • What did we learn? • What will we try next? • Are there obstacles I can help with?
  • 98. “The trick is building a culture of experimentation and then by definition, if you’re not failing some of the time, you’re not doing an experiment.” David Kelley, IDEO Founder and Chairman
  • 103. Karyn Ross Founder, CEO & President The Love and Kindeness Project Foundation
  • 105. 105www.karynrossconsulting.com Welcome! I’m Karyn Ross! Here’s some of what I do… • Artist • Author • Coach • Consultant • Business Owner • Clothing Designer • Foundation Founder and President • Founding ‘Women in Lean’ Mother And, this is my story… “How we get there is as important as where we are going!”
  • 106. 106© Karyn Ross Consulting 2020 My Purpose: Helping People Improve the World! My Vision: A World of #LoveB4Money &
  • 107. © Karyn Ross Consulting 2020 In My Wildest Dreams… I would be… At the top of the piece of A3 paper in front of you, write down what you really wish you were doing…
  • 108. 108© Karyn Ross Consulting 2020 “I can’t…I can’t…I can’t…I can’t…” “But it’s TOO Difficult…”
  • 109. © Karyn Ross Consulting 2020 Put It Into Practice! • Long list of I Can’t’s Step 1: Create the Long List of I Can’t’s
  • 110. © Karyn Ross Consulting 2020 Put It Into Practice! • Creative Ideas! Step 2: Generate Creative Ideas to get closer to the Target
  • 111. © Karyn Ross Consulting 2020 Put It Into Practice! • PDCA cycles Step 3: Do a PDCA cycle for each creative idea generated!
  • 112. © Karyn Ross Consulting 2020 Time to Reflect! 1. What’s holding me back? 2. What will I do differently? Take a few moments to eflect on how you feel after completing today’s exercise. What’s holding you back from fulfilling your purpose? What will you do differently…starting today?
  • 113. 113© Karyn Ross Consulting 2020 Give me a call: 630-881-3068 Send me an email: karyn@karynrossconsulting.com Karyn Ross Consulting www.karynrossconsulting.com The Love and Kindness Project Foundation www.loveandkindnessproject.org Women in Lean – Our Table Join our LinkedIn Group! I Love to Help!
  • 114. Move to Breakout Session 5 minutes • Starter Kata Simulation – Main Room • Coaching Kata Dojo – BC 141
  • 117. REMIND ME: WHAT ARE THE FOUR STEPS OF THE IMPROVEMENT KATA? www.katatogrow.com 117
  • 118. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 www.katatogrow.com THE 4 STEPS OF THE IMPROVEMENT KATA 118
  • 119. www.katatogrow.com WORKING SCIENTIFICALLY Testing, learning and adjusting is a good way to reach a goal 119
  • 120. Let’s reflect on the puzzle exercise www.katatogrow.com 1) What did the exercise show us? 2) But, our experimenting was not so scientific. Why? 120
  • 121. For this exercise we’ll use this catapult to practice experimenting in a more scientific way www.katatogrow.com 121
  • 122. WE HAVE A CHALLENGE! www.katatogrow.com 14 feet (1) Catapult a ball 14 feet into a bucket (directly, not bounced). (2) Write your team name on the ball. (3) Catapult the ball 14 feet back into another bucket. 14 feet 122
  • 123. • Catapult operator • Distance measurer / Ball Returner • Run-chart maker • Coach / Storyboard maintainer TEAMS and ROLES: www.katatogrow.com 123
  • 125. (2) A group reflection after each experiment www.katatogrow.com Coach asks the reflection questions & coaches the group Participants discuss and respond as a group Howmanyfeet? Lookatrunchart 125
  • 126. (3) Draw a run chart for each experiment www.katatogrow.com 126
  • 127. THERE ARE THREE VARIABLES www.katatogrow.com •LAUNCH ANGLE •PULL-BACK ANGLE •BALL TYPE • We’ll do five (5) cycles of each experiment. • In each experiment we’ll change only one variable. Why? 127
  • 128. SOME EXAMPLE PULL-BACK ANGLES www.katatogrow.com 128
  • 129. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 www.katatogrow.com WE HAVE A CHALLENGE. WHAT’S THE NEXT STEP? 129
  • 131. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 2 3 4 www.katatogrow.com WHAT’S THE NEXT STEP? 1 131
  • 133. DRAW A ‘TARGET CONDITION’ LINE ON YOUR RUN CHART FORM www.katatogrow.com TC 133
  • 134. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge3 4 www.katatogrow.com WHAT’S THE NEXT STEP? 2 1 134
  • 136. www.katatogrow.com CONDUCT THE NEXT EXPERIMENT Record the data points on your run chart 136
  • 137. www.katatogrow.com Coach asks the card questions REFLECT and PLAN THE NEXT EXPERIMENT The TEAM works together and responds 137
  • 138. www.katatogrow.com What are the four steps of the Improvement Kata? What did you learn about experimenting scientifically? What does a run chart show? What happens when you add the ‘target condition’ line to a run chart? What are some examples of where else you might you use a run chart? Debrief: 138
  • 140. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz Welcome to the Kata Coaching Do o 140
  • 141. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 141 COPYRIGHT INFORMATION The slides in this file are licensed under a Creative Commons Attribution license. Feel free to use, copy, remix, transform build upon an improve the slides. Text adapted from Mike Rother The only requirement is to note the original source on each slide you use, for instance by adding „By Tilo Schwarz“ in small print somewhere on the slide. It would also be great if you mention www.Kata-Dojo.com somewhere in your presentation and promote it as our common platform for sharing our Kata Coaching Dojo exercises and experiences.
  • 142. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 142 The 5 Questions of the Coaching Kata are like Stepping Stones — a helpful pattern for coaching This is where we start This is what we want to master The 5 question (phases) of the Coaching Kata are a Starter Kata. They provide a structure for learning to coach.
  • 143. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 143 Helpful coaching requires more than the Starter Kata Requirements beyond the 5 questions of the CK: • Hear the answer • Compare answer with reference, evaluate and decide • React situational, often with deepening questionpage 23 Question Answer CoachCoach Learner Reaction AnswerReference evaluate
  • 144. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 144 Feedback for the Coach might not develop coaching skill as much as we think. Feedback tends to be • too general • single situation feedback • too many points • the 2nd. before the 1st. step FEEDBACK 2nd-Coach Mr. Seldomobserving Alwaysgivingadvice Coach 1st Coach Mr. Iam Lost ??? page 145 ! Feedback does not offer opportunity for repeated practice. Getting Feedback ≠ Being Able To Do It
  • 145. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 145 In sports we purposefully distinguish between two different settings to improve skill game practice learn apply (2nd)-Coach observes game to identify individual fields of learning. Improve individual fields of learning by: (1) frequent repetition of (2) specific exercises. FeedbackFeedback
  • 146. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz What is a Dojo? A dōjō is a hall or space for immersive learning or meditation. This is traditionally in the field of martial arts, but has been seen increasingly in other fields, such as meditation and software development. The term literally means "place of the Way" in Japanese. Source: Wikipedia Kata Coaching Do o 146
  • 147. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 147 Deliberate and REPEATED practice makes perfect. 1st Coach Learner 2nd Coach(es) gives short feedback after each round repeatedly simulates the same situation within a coaching-cycle is able to improve his approach with each round KATA DO O
  • 148. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 148 Let’s do some Improvement Kata
  • 149. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 149 Use this page for building the paper plane. Place one clip with the smaller arch on the top. Place 2 clips on the hull. Place 2 clips on the wings.
  • 150. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 150 Use this page for building the paper plane. Place one clip with the smaller arch on the top. Place 2 clips on the hull. Place 2 clips on the wings.
  • 151. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 151 Kata Jet: A simple process for practicing TARGET 16 IN sideview DISTANCE TO TARGET = 100 INCH The Challenge: Hit the target with a hit rate of 100% (zero defects) in 6 months
  • 152. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 152 The paper plane and its characteristics launchin g height flight distance is influenced by… throwing force launching position cross deviation is influenced by… sideviewtopview
  • 153. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 153 What influences the Hit Rate? topview TARGET 16 IN flight distance cross deviation (+) cross deviation (-) sideview DISTANCE TO TARGET = 100 IN
  • 154. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 154 Story Board Focus Process _______________KATA Jet fold along this line Kata Dojo Workshop Appleton, January 9th, 2020 Story Board Forms Please print out one set of this pages for each StoryBoard. Please use 8.5"x 11“ landscape, single page, one side.
  • 155. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz Story Board Focus Process _Kata Jet____________ Challenge: Target Condition Achieve by: Current Condition (now): PDSA Cycles Record www.continuouscoachingcommitment.com brandon@katamastercoach.com +1-479-856-1919 Obstacles By: Jan. 17, 2020 IKE Storyboard Kata-Dojo.ppt© 2019 Continuous Coaching Commitment. All Rights Reserved. www.continuouscoachingcommitment.com Outcome Metric(s) Hit Rate: Process Characteristics: Process Metric(s) Flight Distance:  ____________________________________ __  ____________________________________ __  ____________________________________ __  ____________________________________ __  ____________________________________ __ Outcome Metric(s) Hit Rate: Process Characteristics: Process Metric(s) Flight Distance: Hit the target with a hit rate of 100% (zero design change) within 6 months Hit rate = ____% (__ of 5) cross deviation = ± _____in flight distance = ________in_ cross deviation = ± 32 in flight distance = 100 in ± 30 in hit rate = 20% (1 of 5) Reach arm back as far as can Stand on the ground in a sideways stance with arm at shoulder level Stand on a 3’lift in a sideways stance with arm at shoulder level • Launching at shoulder level • Sideways stance • Standing on the ground • throwing force is minimal-easily throwing Thrust arm forward Release airplane at 90% arm extensio n Tape Kata-Jet here 1
  • 156. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 156 Exercise #1: Target Condition - Using the 5 Questions like Quality Gates Tip: "Stand on red, walk on green.“ For a reference think like this: A good coaching-cycle has no jump backs. Question 5 Question 1 Question 2 Question 3 Question 4 target-condition actual-condition obstacles next step due date deepening questions milestone question answered precisely ☞ move on to next phase milestone question not answered precisely ☞ ask deepening questions page 94 one phase of the coaching cycle
  • 157. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 157 Exercise #2: Obstacles - Using the 5 Questions like Quality Gates Tip: "Stand on red, walk on green.“ For a reference think like this: A good coaching-cycle has no jump backs. Question 5 Question 1 Question 2 Question 3 Question 4 target-condition actual-condition obstacles next step due date deepening questions milestone question answered precisely ☞ move on to next phase milestone question not answered precisely ☞ ask deepening questions page 94 one phase of the coaching cycle
  • 158. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 158 How to do the Kata Dojo in a group of 4 Coach Learner screen with exercise text Observers 1. 1st Coach asks the opening question 2. Learner reacts with one of the given answers 3. 1st Coach asks deepening questions to help the Learner to be more precise 4. The Coaching Cycle ends when the 1st Coach asks the next Gate Question 5. After the Coaching Cycle ONE Observer gives a short feedback. 6. The 1st Coach repeats the Coaching Cycle applying the feedback. For the repeated Coaching Cycles the Learner uses the same given answer as in the first. The 1st Coach decides how often he/she would like to repeat the same situation. (do it at least 2 or 3 times). Avoid lengthy discussions about the feedback. rotate counter clockwise Start
  • 159. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 159 Phase 1: Having a precise Target-Condition Coach: What is your target condition? Learner : A. My target condition is to improve the Kata Jet process. B. The challenge is to reach a hit rate of 100% within 6 month. At first, we aim for a hit rate of just 40%. That is already difficult enough as we can not change the distance to the target and the $500 budget is really too small for achieving this. C.My target condition is to stabilize the flight distance at 200cm ± 20cm and to reduce the cross deviation so that we hit the center with a maximum deviation to the sides of ± 20cm. Questions for the Coach: 1) What is the problem with each of these answers? 2) What should the "perfect" answer contain? 3) How would you react as a coach in this situation? exercise 1 Start
  • 160. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz “By this date, we want to be working like this…with these characteristics, we think that in 2weeks we can move these processes to this, so that we can achieve this outcome metric" 4 160 Phase 1: What should a good answer contain? Achieve by Date Block Diagram- Pattern of Work Process Characteristics Process Metrics Outcome Metric 1 2 3 5
  • 161. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 161 Phase 3: Choosing on obstacle to address. exercise 2 Coach: Which obstacles are preventing you from reaching the target condition? Improver: The launching height varies, the throwing force varies, and the launching angle varies as well. Many mistakes occur when we employ students for a holiday job during the summer break. Additionally we have a bad hit rate after the annual maintenance. Coach: Which one are you addressing now? Improver: A. I don’t know, maybe the high number of mistakes with students during their summer job. B. The bad hit rate after the annual maintenance. C.I’m not quite sure. Please copy the obstacles to your obstacle storage before starting this exercise. Start Questions for the Coach: 1) What is the problem with each of these answers? 2) What should the "perfect" answer contain? 3) How would you react as a coach in this situation?
  • 162. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz Try to Write Facts, Data, and a Negative Result – Or - A Question Needing Answers to clarify Obstacles to the Target Condition OBSTACLES PARKING LOT Obstacle After Coaching How will you measure that? 1 Scrap and rework on the line We have scrap at the final audit station is running 5.6% and rework is at 10%; therefore we are having to work overtime to make shipments on time without penalties from the customer. Paretto Chart of the reasons for scrap 2 IV placement documentation increases Order: Begin time We don’t know the time frame given to RN'S regarding IV placement and documentation time; therefore we cannot determine if the MD orders the IV for CTs first, or if the MD enters all orders in a “batch” which could delay the time the RN is given to place the IV, ultimately delaying Order : Begin time. Manually compare patient by patient the percentage that were “batch” MD orders vs single orders using the Order : Begin report. Fact + Data Negative resultQuestion needing answered Fact needed Negative resultFact needed 1
  • 163. www.KATA-DOJO.com Kata Dojo v4.1© Tilo Schwarz 163 Tip: What's the effect, Mr. Wolf? "Find out about the unwanted effect first“ Every obstacle has an unwanted, measurable effect on the process indicator. If the improver does not see any obstacles you might ask about the reasons for outliers, trends and patterns regarding the process indicator. Obstacle = Root Cause x Unwanted Effect find out first page 61 metric
  • 164. Move to Main Room 5 minutes
  • 165. Andrea Simpson Director of Radiology & Continuous Improvement Baptist Memorial
  • 166. Get Better Jump Start Kaizen Done Kata Style Andrea Simpson, Radiology and CI Director NEA Baptist Health System
  • 168. 16 8 • 110 Physicians, 85 Advanced Care Providers • 30+ specialties-Largest medical group in NEA • 425,000+ patient visits • 228 Beds, capacity for 300 • Designed for patients and families • Spacious, private rooms NEA Baptist Health System-Integrated Medical Campus
  • 169. How Get Better Jump Start Began… 16 9 Skip Steward Vice President and Chief Improvement Officer, Baptist Memorial Healthcare Brandon Brown Master Kata Coach Owner, Continuous Coaching Commitment
  • 170. How Get Better Jump Start Began… 17 0 “No books. It's all in my head and on these attachments; and just to warn you, inside my head can be a scary place. Just ask the other six guys in there! They all have different perspectives. Attached are some documents that we can review”
  • 171. 17 1 Healthcare is Typically More Hands-On and Visual
  • 172. 17 2 We used Kata to develop both, Get Better Jump Start and a Get Better Jump Start Facilitator Guide Kata’d Our Kata
  • 173. 17 3 6 months of coaching, learning, and developing 27 versions later, we were ready to print our “first draft” Weekly Zoom Session
  • 174. What Is Get Better Jump Start? Get Better Jump Start is a Continuous Improvement methodology that we created to combine the energy and multi-disciplinary focus of a Kaizen event, with the scientific thinking and learning pattern of the Improvement Kata. The energy and collaboration that a Get Better Jump Start produces, advances the improvements several months into the future. It also allows strategic goals to be achieved quickly and builds relationships across value streams that are invaluable to sustaining improvements. 17 4
  • 175. Get Better Jump Start 17 5 8-10 weeks prior to GBJS 7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS
  • 176. 1. Direction Setting 17 6 8-10 weeks prior to GBJS 7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS 1. Understand the Direction 2. Select GBJS Team 3. Write Challenge pg 8 in GBJS Facilitator Guide
  • 177. 2. Organize & Align 17 7 pg 12 in GBJS Facilitator Guide 8-10 weeks prior to GBJS 7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS Organize & Align 2. Decide on Prep Work and Event Schedule  Determine and schedule daily prep work Kata.  Lunch and break arrangements for GBJS Event  Determine how you will celebrate your GBJS Team.  Schedule Day 3 GBJS Event Report out meeting with Leadership and Shepherding Group and weekly Follow-Up Meetings.
  • 178. 2. Organize & Align 17 8 pg 11 in GBJS Facilitator Guide Proficient Competent Advanced Beginner Novice
  • 179. 3. Current Condition Prep Work 17 9 8-10 weeks prior to GBJS 7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS Daily Kata, Go and See type experiments, bringing in our FPE’s to learn our actual current condition. We set up 4 Focus Process Kata Boards
  • 180. 4. Get Better Jump Start 18 0 3 Days of Rapid PDSA Pg. 5 in GBJS Facilitator Guide Working All Focus Process Boards Simultaneously 8-10 weeks prior to GBJS7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS
  • 181. 4. Get Better Jump Start Day 1-Morning Session 18 1
  • 182. 4. Get Better Jump Start 18 2 3 Days of Rapid PDSA • 32 PDSA’s • 21 Obstacles Eliminated • 2 TWI-JIB’s (Trained 100% Staff) • 4/6 Focus Processes Met Target Condition Advanced our work 10.5 weeks in the future with 15 hours of rapid PDSA
  • 183. 5. Follow Up Plan 18 3 8-10 weeks prior to GBJS 7-9 weeks prior to GBJS 6-8 weeks leading up to GBJS GBJS 4 weeks post GBJS Pg. 16 in GBJS Facilitator Guide Day 4 The Day after GBJS-have the entire team allocated for the morning of Day 4.  Move your storyboards to the daily Kata location(s).  Set the time for Monday’s 5Q coaching cycle  Celebrate your GBJS Team.
  • 184. GBJS-Results 18 4 -$517,000 phase 1 of TPE audit +$633,118 passed TPE audit at 92% !
  • 185. GBJS is Always Evolving Rev 1 18 5 Rev 2 Rev 3.2 Rev ?1. Jan 14-16, Heart Failure Admission 2. Apr 6-10, Referral Center
  • 187. Melissa Christman Manager of Continuous Improvement & Training TIDI Products Mike Sandercock Sr. Principal Engineer Quality & CI Pierce Manufacturing
  • 188. IMPLEMENTING KATA 4th Annual Midwest Kata Practitioner’s Day Mike Sandercock Melissa Christman
  • 189.
  • 190. Implementing Kata GETTING STARTED May 2017 Deployment • Championed by Department Leader (EVP) • Self-selected teams with a team lead • Storyboards in break room • Bi-weekly storyboard review as a department with coach Jun 2018 Global Q&CI Engagement Transition to Pierce Advanced Quality
  • 191. Kata as a tool for Strategy Deployment (right problems, right level) Advanced Quality Strategy # Critical features identified # Critical features identified # Critical processes identified # Critical processes identified # Critical risks identified # Critical risks identified Hold X # of design reviews Hold X # of design reviews 100% Critical Items Reviewed X% Critical Items Reviewed 100% of Critical items fall inside process capability Y% of Critical items fall inside process capability Date, step & metric What do you expect? What Happened What We Learned Conduct design review on existing problem part/new design to showcase what key features/processes/risks engineering should be thinking about. Exposure to limits in our current process capabilities will lead to simplified/process-concious designs - promote conversations about process capabilities. Discussed opportunities with Danielle L. Tried to focus on IPP fabrication process capabilities. Identified PN3329697 as potential part to examine. SOP's and relating guidelines exist for engineers to use to design within our current fab capability. Typical pain points include missing bend dimensions/directions, flange bends being out of limit, sheet size limits, etc. Print corrections are usually taken care of by IPP ME's or the respective engineering groups: Pumphouse, electrical, cab, aerial, front body and rear body Identify new product/process on the TAFT project. More opportunities to try things and verify product/process changes if need be. Closer proximity to project and engineers allows higher chance of success. Picked Non-Skid Tape (PN2994691) that is being applied to the basket leveling cylinders. Critical grip surface. There is no established tool/process for applying the tape. RH and LH cylinders are different. Already have had problems applying the tape - identified in PFMEA and Control Plan. Print includes only 2 dimensions for placement. [[Turns out the tape sucks - peels off easily. Looking for new tape option]] Inquire NPD technicians about current process for applying tape (31614 &31615). Identify pain points, tools needed, estimated capability. Learn about the different options avaliable to apply the tape. The rigidity of the current process. If these tools exist in production. Talked to NPD technician who installed tape on concept trucks. Talked to IPP technician about current production processes/tape installation methods. NPD process is flexible and involves no real process. Tape was centered between bolts on cover and centered on the top of the cylinder. No tools/alignment aids were used. IPP doesn't currently install any grip tape to any of their cylinder covers. They do however install tape to different areas of the truck. Will use print to measure out and mark areas for tape. Inquire NPD engineering about critical dimensions to hold. Learn about the design intent of the grips. Allows the process to focus only on the dimensions that are critical. Talked to Derek Hendricks - responsible for latest revision to print. Critical dimension is the 1.88 +/- .06" Safety concern if not placed right. Other dimension just ensures grip is centered on cylinder. Measure location of grips on trucks 31614 & 31615. Compare to print. Learn if current process is capable of achieving critical dimensions. PDCA Cycles Record (Each row = one experiment) Obstacle: Engineering doesn't know what to question - process capability-wise Process: Engineering design review DoaCoachingCycle. ConducttheExperiment. Leader: M. Covill Achieve By: 3/29/2019 Challenge or Direction: Design within Process Capability CC Measured On: 1/17/2019 Focus Process: Engineering design reviews & capability analysis Process Capability Analysis Process Capability Analysis Engineering Design Review Engineering Design Review Target Condition: 100% of engineering designs created within process capability Current Condition: Transition to Pierce CI Jan 2019 Jul 2019 Everybody solving the right problems, scientifically, every day. Deployment • Priorities and Targets from Hoshin Kanri (X-Matrix) • Digital storyboard • Bi-weekly CK • Measurement frequency OBSTACLE PARKING LOT
  • 192. • Measurement frequency • PDCA cycle time • Lack of coaches OBSTACLE PARKING LOT Kaizen Events / Projects Outcome Metric: % pump panels installed correctly Outcome Metric: % pump panels installed correctly Process Metric: 5.4 cut-ins (Week 49) 2.3 reorders -X reorders due to design Process Metric: 4 cut-ins (Week 49) 2 reorders Current Condition Target Condition Metrics as of 12/05/2019 Next Target Condition Challenge or Direction: 100% of pump panels correctly designed, able to be preassembled and installed on the truck without rework. Focus Process: Pump Panel Design & Options Achieve-by Date: 12/6/2019 Cut-In Total ADD SWITCH(ES) 33763 33817 33617 33721 33910 33749 34058 33861 33679 34034 34037 34075 33872 13 ADD SCENE SWITCH(ES) 33861 33454 2 DIRECT TANK FILL SWITCH & CONTROLLER 33847 1 CUT IN DOOR(S) 33664 33312 33580 33664 4 add water level gauge 33883-1 33706 33701 33813 4 ADD TRIDENT/MANIFOLD DRAIN(S) 33847 33780 33666-1-2 33441 33561 33426 6 add speaker 33763 33716 33763 33857 33887 5 CUT IN CAB LIFT 33232 33452 33861 33622 4 ADD AIR MAX 33653 33437 2 CUSTOMIZE THE P/S MIV BOX FOR REMOVEABLE PANEL 33739 1 ADD AIR HORN BUTTON 33883-1 33651 2 ADD A GAS DOOR 33452 34099 2 Add air outlet and snubber 33861 33915 2 L-100 LIGHT ADDED 33883-2 1 CUT IN TETHER 33678 33721 33994-1-2 3 CUT IN PRESSURE GOVERNOR 33685 1 CUT IN AKRON CONTROL 33456 1 CUT IN TRIDENT PRIMER 33645 1 CUT IN FLOWMINDER AND A TOTALIZER BUTTON 32977 1 CUT IN FOAM PRO 33716 1 CUT IN VOLUME BOX 33716 1 CUT IN OK TO PUMP LIGHT 33703-1-2 33651 2 CUT IN 2 LIGHTS CHECK ENGINE AND STOP ENGINE 33701 1 CUT IN ENGINE COOLER 33813 33814 2 CUT IN DELUGE GAUGE AND HANDWHEEL 33618 1 CUT IN SWITCH SUB PANEL 33723 33876-1-233864-1-2 3 PUMP OVERHEAT 33843-1 33799 2 SONIC ALARM 33843-1 1 ELONGATE 2 MOUNTING HOLES FOR MULTI PORT DRAIN 33437 1 CUT IN CLASS1 BALL VALVE/AIR INLET 33701 34067-1-2 33915 3 ADDED A MC GAUGE HEATER 33834 1 ADD INTERTER 33876-1-2 1 CUTOFF LIGHT SHIELD BENDON P/S FORWARD UPPER PANEL 33883-1-3 1 G/P REMOVED 1 7/8" OFF THE RIGHT SIDE SO PANEL WILL MISS LADDER RACK ARM. CUT A 1 7/8" PIECE OFF OLD PANEL TO USE AS A STATIONARY PIECE ON THE FRAME 33712 1 P/S LRG DISC. CUTOUT NEEDED TO BE LARGER TO FIT THE PIPNG 33642-1-2 1 A WATEROUS VALVE CONTROL WAS ON THE D/S PANEL. IT IS NOT NEEDED. I WAS ABLE TO COVER IT UP 34019 1 MOVE PUMP SHIFT 2 1/2" TO THE RIGHT AS TO MISS PLUMBING 33518 1 P/S OUTER PUC ADDED BLOCKING VALVE 33437 1 ADDED A LADDER CONTROL 33662 1 CUT IN WATEROUS VALVE INDICATOR 33852 1 CUT IN WATEROUS OVERHEAT 33960-1 1 CUT IN BALL VALVE FOR FOAM FLUSH 33905 1 # Occurrences # Action Item Assigned To Created Date Due Date Identify Line-X truck already through engineering process to do immediate pilot with reference prints to expedite PDCA cycle 6/24/2019 - Update 6/3 – 33412 has been created, start date of 6/4. Also have existing reference drawings for 33685 (July 12 start) and 33496 – (July 16 start). Continue to monitor and update at next meeting. 7/22/2019 - Update 6/24 – Scott Meyer had some input. Still waiting on seeing these come through to continue the pilot and identify any needed changes. Will continue to monitor and update at next meeting. 8/26/2019 - Update 7/22 – No updates yet, will look for update at next meeting. 9/23/2019 - Update 7/24 – 33622 – Order release 8/13/19, Paper Distribution 8/28/19. 33756 – Order release 8/8/19, Paper Distribution 8/23/19. - Update 8/26 – will look for Go/No Go decision at next meeting. Tim & Jeff (ECT) please be prepared to share feedback on process as we make decision on moving forward. Set up collaborative discussion on piece parts for Missassauga next order. Develop understanding of what needs to have new part numbers and process for fit up parts that cannot get part numbers. Collaboration with Joel R. and Nick E. to start. 6/24/2019 - Update 6/3 – waiting on Joel for next steps 7/22/2019 - Update 6/24 – though Tim was not at meeting, discussed via text. Tim was going to follow up with Joel. Update at next meeting. 8/26/2019 - Update 7/22 – no updates. Will look for update at next meeting. 9/23/2019 - Update 8/26 – no updates. COMPLET E - Update 9/10 – Per Tim, Line X removed from order, close. Follow up with Brad B/Joe S. on “owner” role for Line X questions - Update 6/24 – Discussion was to identify a smaller “contact group” consisting of Ron Van Handel, Nick Kasuboski, John Eastman, and one- three additional team members to drive action. Will look to refine/define process once we have finished pilot of reference prints (reference action item 11). On hold until completion of Action Item 11. - Update 7/22 – Remains on hold. Follow up with materials to ensure process is being followed in terms of labeling all parts going out for Line X, potential of labeling inside for partial spray parts to eliminate extra prep 7/22/2019 - Update 7/22 – update from Jeff – been pretty good, but last couple weeks have been a little bumpy. Keep open and look for update. Nick K and Troy are going to circle back with key groups. Also reference action items 32 & 33. 8/26/2019 - Update 8/26 – Troy talked to several people in process, all are following process. See new action item 37 for additional follow up needed. 9/23/2019 Follow up with Al to ensure prints are sent along with reference print (i.e. prints for all of the associated parts listed on the print). 7/22/2019 - Update 7/22 – Did talk to Al, gave heads up that prints would be coming, understanding process. Monitor once we see first one through the process. 8/26/2019 - Update 8/26 – Al was out, some parts were sent out without prints. Process was not followed. See new action item 37 for follow up. 9/23/2019 Follow up with Pump Panel to understand how they are “flagging” Line X area – punch? Divot? Other method? Potential to replicate if easy to do. 7/22/2019 - Update 7/22 – did not have a chance to validate yet. 8/26/2019 - Update 8/26 – no updates, Nick not at meeting. 9/23/2019 Follow up with trucks that went through Body reference print process. 7/22/2019 - Update 7/22 – per Jeff V, had one that went through that did not have this done, and was difficult. Jeff @ ECT has not seen yet either. 8/26/2019 - Update 7/24 – still waiting for trucks to get through process, reference action item 11. 9/23/2019 - Update 8/26 – reference action item 11. Still waiting on trucks to get through process. Confirm Pierce Poly options are deleted Chris S./Shena S. 8/26/2019 Look at review/reprice of Line X options Carrie B./Nick K/Al B/John E 9/23/2019 - Update 7/22 – Carrie will be deleting these as an option. Looking to complete and communicate by 8/9. - Update 7/24 – Carrie has prepped bulletin to communicate change to dealer. Looking for insight into pricing costs (added Nick K) and transportation costs (added Al B). - Update 8/26 – no owners at meeting. Need to validate with Carrie that she has the information needed to move forward. - Update 9/10 – Bulletin was sent to sales reps on 7/29. Need to continue to make progress on costing. Per email traffic, working on meeting with ECT (Carrie/Nick) to get this figured out. Talk to Heather about notification to ECT if color changes occur 7/22/2019 - Update 7/22 – Talked with Heather. She currently has no interaction with ECT. Normally Cab Line/Paint are notified if changes come through. Sent email to Ron Van Handel to understand what/if he does anything with notification. 8/26/2019 - Update 8/26 – goes to Paint supervisor. Scramble to ensure notification goes out. Get Anna added to merge group to notify. Reference action item 38. 9/23/2019 Follow up with supervisors to ensure they are sending Line- X parts through Mark Dewitt 8/26/2019 - Update 8/26 – Tim not in attendance, will follow up. 9/23/2019 Collaborate with Nick & Materials team to document Line- X send out process and display clearly to ensure all shifts are aware. Will generate action to update operations supervisors with copy of process once complete. 8/26/2019 - Update 8/26 – no action, sent note to Al & Mark to understand if we already have a documented process. Will update at next meeting. 9/23/2019 - Update 9/23 – Nate Hoefs created standard work to use at IPP. Chris created standard work to use at 41 – awaiting update from Neenah to see how they use. Review standard work as a team. Follow up with Materials on missing parts/mislabeled parts. Ensure we are following established process to avoid confusion at ECT and delays for our teams. - Update 9/23 – Chris met with 41 materials team. Sending parts back if not labeled/missing information. Investigate getting Anna added to Merge Group to be able to notify ECT if a color change happens. - Update 8/26 – Candace does not have a distribution group that notifies people of a color change. Sent Randy Nett a note to see if he had other ideas, awaiting reply. Follow up with Brad P. to check on status of cab reference prints - Update 8/27 – Prints are on CN to be released by the end of the week. 40 Update ENG-020 standard work once we make go-no go decision to use reference prints after Pilots Nick E./Matt H./Don W. 8/26/2019 10/28/2019 # Action Item Assigned To Created Date Complete Walk Pump Panel process to document and understand failure modes – current high frequency failure - Update 5/13 – Process map completed (attached), will be talking about at larger Pump Panel discussion meeting 5/14 Process map cab, pumphouse, body, piece part, pump panel processes to identify where we should focus additional efforts - Update 5/13 – Completed, identified several opportunities that turned into action items Follow up with Don Golla to understand delays in getting piece parts to ECT - Update 5/13 – bit of a hiccup a few months ago but seems to be doing OK at this point. - Update 6/3 – Still doing ok, close Review engineering process for how Line X options are integrated during design phase - Update 5/13 – complete based on conversations at meeting Schedule follow up meeting - Scheduled for 5/13 Follow up with Randy Nett on John Eastman process – who can/should do this work as John has moved twice since he started this process and still does it - Update 6/3 – Three main buckets of work – PO creation, POC for follow up questions, and option /data interpretation. Nick has agreed to take over PO’s; see new action items for additional work on other buckets. - Update 6/24 – per action item #19, identified alternative group to handle POC, and reference print should address option/data integration. Close and follow up through action items 11/19. Document standard process and specific details (black, basic cabs only, no fleet) for assigning work to GB vs. Clintonville - Update 6/3 – Discussed with Scott, no longer going to be using GB Remove requirement to track cab forecasted start date, no longer value added - Update 6/3 – Removed Check print release dates for updated prints (cab clarification of locations) - Update 6/3 – Don did not attend, will look for update at next meeting - Update 6/24 – prints seem to be released, have not had issues with cabs for some time now. Close. Update reference print to capture with or without edges - Update 6/3 – Updated Follow up with Jeff at ECT to review new reference print process - Update 6/3 – was waiting on reference print pilot (reference Action Item 11). Will set up meeting. - Update 6/24 – Jeff was at meeting. Discussed/reviewed print process, looking forward to pilot. Reference new action items for additional work on print sharing. Close. Continue experiment adding BluZone to piece part carts - Update 6/3 – currently slow in Line X piece parts moving over, will keep open for when volume picks up again. Limited to orange carts at this time. - Update 6/24 – this has become our standard process and is working well. Continue to use. Close action item. Talk to Jeff about alternative transport method if ECT milk run truck is full (Straight Shot? Other alternative?). Was originally assigned to Don as original discussion was issue of us getting parts to ECT, but later found out to be parts from ECT to us (reassigned to Nick) Don G. - Update 6/3 – No issues with pickups from IPP, issue is instead with ECT not being able to bring parts back later in week due to driver not having enough hours. Nick to work with Jeff H to arrange alternate transport to ensure parts are returned in case of weekend work/immediate need on off shifts. Nick K - Update 6/24 – discussed with Jeff. Will reach out if we have this happen but has not been an issue. Process is working well, and due to increased demand, have additional space on larger trailer to accommodate piece parts. Close. Follow up with Scott Sawitski to change 5 day timing from “A” order to “G” order to better accommodate when the activity is happening - Update 6/3 – after further investigation, “G” order already has 32 hours allocated for Line X in addition to the 40 hours for paint/line X in the “A” order. Keeping split between the two orders for now. Schedule follow up meeting - Scheduled for 6/3 Investigate impact of creation of packages for Body/Pumphouse, including understanding impact to Cab & prior work completed with Ken/Nicole - Update 6/24 – Jeff reached out to key leads and learned due to option structure/categories, this isn’t truly as achievable as it was in Cab. Close. Invite Jeff from ECT to next meeting - Update 6/24 – Jeff is included in future meetings and attended 6/24 meeting. Schedule follow up meeting - Scheduled for 6/24 - Update 6/24 – scheduled as monthly recurring discussion. Add color column to reference print, circle back with Nick to ensure all parties creating reference prints have update. - Update 7/22 – No update, review at next discussion. - Update 7/24 – Nick and Matt discussed adding the paint color column and agreed to remove the color note from the lower left corner and will add a column to the table. Nick is going to revise the existing Pump House prints revised, and Matt will revise the two for rear body engineering. - Update 8/26 – per Matt, this is complete. Discuss structuring of options for partial Line X, investigate removal of partial or reprice to accommodate additional labor/cost for prep. Chris S./John E./Shena S. - Update 7/22 – Eliminating compartment shelves as a partial option. Going to look at other partials and reprice as necessary. Shoot for review first full week in August. Carrie B. - Update 8/26 – Reference Action Item 30. Looking to update pricing and additional details on Line-X. Close this one as this will be included in Action Item 30. Follow up with Carley – potential to pull prints from outside organization? - Update 7/22 – No go – does not exist. Close. Send “Print Pull” tool to John, Al, Nick to avoid individual print lookup/printing - Update 7/22 – sent to all. Develop color tags and add to process for Line X to ensure operations is able to call out correct Line X color to avoid confusion when parts arrive at ECT. - Update 8/26 – colored tags are available and are being used. Follow up with Nick K on reference print nomenclature – what is the standard coding going to look like (pump house vs. body, LX for line x, etc.) - Update 7/24 – Per email traffic, nomenclature is as follows: - PHSS = Pump House Safe Stride - PHLX = Pump House Line-X - BDLX = Body Line-X - BDSS = Body Safe Stride - Reference prints will be saved with TRUCK#- XXXX (referencing above nomenclature), for example, 33622-BDLX would be Body Line-X Drawing for truck 33622 Discuss and develop path forward for square insert issue (Justin Van Camp email 8/2) - Update 8/26 – Per email traffic, square inserts will be put in at ECT. 35 Nick E./Matt H. 7/22/2019 COMPLET E 36 Justin V. 8/4/2019 COMPLET E 27 Jeff V. 6/24/2019 COMPLET E 34 Troy S. 7/22/2019 COMPLET E 23 6/24/2019 COMPLET E 25 Nick K. 6/24/2019 COMPLET E 21 Chris 6/3/2019 COMPLET E 22 Matt H 6/24/2019 COMPLET E 18 Jeff V. 6/3/2019 COMPLET E 20 Chris S./Nick K. 6/3/2019 COMPLET E 16 Anna 5/13/2019 COMPLET E 17 Chris 5/13/2019 COMPLET E 13 Anna 5/13/2019 COMPLET E 14 5/13/2019 COMPLET E 10 Nick E 5/13/2019 COMPLET E 12 Nick K (coordinate with Nick E/John E) 5/13/2019 COMPLET E 8 Anna 5/13/2019 COMPLET E 9 Don W. 5/13/2019 COMPLET E 6 Chris 5/13/2019 COMPLET E 7 Nick K. 5/13/2019 COMPLET E 4 Don/TBD Body Engineer 4/9/2019 COMPLET E 5 Chris 4/9/2019 COMPLET E 2 Troy 4/9/2019 COMPLET E 3 Chris 4/9/2019 COMPLET E 39 Chris S. 8/26/2019 9/23/2019 Completed Action Items 1 John/Troy/Anna 4/9/2019 COMPLET E 37 Tim H. 8/26/2019 9/23/2019 38 Chris S. 8/26/2019 9/23/2019 32 Tim H. 7/22/2019 33 Chris S. 7/22/2019 29 Matt H. 6/24/2019 30 6/24/2019 31 Chris S. 6/24/2019 26 Nick K. 6/24/2019 28 Nick K. 6/24/2019 19 Chris S. 6/3/2019 HOLD 24 Tim H. 6/24/2019 Existing Action Items 11 Nick E./Matt H. 5/13/2019 15 Tim H. 5/13/2019 Date Curr.-Cond. (process-met.) The 1 Obstacle (impacts p-met) Next Step & Expectations (numerical data) until when What Happened (numerical data) What We Learned Understand what drains are being cut-in. Clarify what, where, and why they're cutting in. Mike B collect 1 week of data with background info (including second shift). Mike S to make notes section bigger on spreadsheet. Mike B to take pictures and save so we can look at for review. E: A lot of missed drains are design error because they're the last thing added. Also may not have information. We add drains & tubing and was never communicated Terry put a note in truck builder with a picture explaining that tee is for future foam system. E: Assembler will see note and not cut in when they don't need to. Louis and Mike to get together to review list of options Louis needs clarified. E: Help Louis understand why options are the way they're written, make updates to options if needed. Go in and look at cab lift options and see if we can add a specific location to them (Mike) E: Bring more clarity to designer and installer on location, reduce cab lift cut-in Zach to remind pump panel group to enter issues into spreadsheets. Mike to pareto E: ##### Experimenting Record ConducttheExperiment Process: Pump Panel Design & Options 10/18/2019 6 cut-ins 2 reorders Too many drain cut-ins 10/25/2019 Drain cut-in identified was added by newer night shift tubing guys. Because of way tee was oriented, thought it was a check valve when it was really a future foam system. Designer unclear on certain options Cab lift locations are vague ##### Mar 2019 Present Everybody solving the right problems, scientifically, every day. Deployment • Existing Kaizen process • Bi-weekly and monthly storyboard with team • Process owners collect data • Storyboard owned by project lead
  • 193. Deployment • Existing Kaizen process • Bi-weekly and monthly storyboard with team • Process owners collect data • Storyboard owned by project lead Kaizen Events / Projects Outcome Metric: % pump panels installed correctly Outcome Metric: % pump panels installed correctly Process Metric: 5.4 cut-ins (Week 49) 2.3 reorders -X reorders due to design Process Metric: 4 cut-ins (Week 49) 2 reorders Current Condition Target Condition Metrics as of 12/05/2019 Next Target Condition Challenge or Direction: 100% of pump panels correctly designed, able to be preassembled and installed on the truck without rework. Focus Process: Pump Panel Design & Options Achieve-by Date: 12/6/2019 Cut-In Total ADD SWITCH(ES) 33763 33817 33617 33721 33910 33749 34058 33861 33679 34034 34037 34075 33872 13 ADD SCENE SWITCH(ES) 33861 33454 2 DIRECT TANK FILL SWITCH & CONTROLLER 33847 1 CUT IN DOOR(S) 33664 33312 33580 33664 4 add water level gauge 33883-1 33706 33701 33813 4 ADD TRIDENT/MANIFOLD DRAIN(S) 33847 33780 33666-1-2 33441 33561 33426 6 add speaker 33763 33716 33763 33857 33887 5 CUT IN CAB LIFT 33232 33452 33861 33622 4 ADD AIR MAX 33653 33437 2 CUSTOMIZE THE P/S MIV BOX FOR REMOVEABLE PANEL 33739 1 ADD AIR HORN BUTTON 33883-1 33651 2 ADD A GAS DOOR 33452 34099 2 Add air outlet and snubber 33861 33915 2 L-100 LIGHT ADDED 33883-2 1 CUT IN TETHER 33678 33721 33994-1-2 3 CUT IN PRESSURE GOVERNOR 33685 1 CUT IN AKRON CONTROL 33456 1 CUT IN TRIDENT PRIMER 33645 1 CUT IN FLOWMINDER AND A TOTALIZER BUTTON 32977 1 CUT IN FOAM PRO 33716 1 CUT IN VOLUME BOX 33716 1 CUT IN OK TO PUMP LIGHT 33703-1-2 33651 2 CUT IN 2 LIGHTS CHECK ENGINE AND STOP ENGINE 33701 1 CUT IN ENGINE COOLER 33813 33814 2 CUT IN DELUGE GAUGE AND HANDWHEEL 33618 1 CUT IN SWITCH SUB PANEL 33723 33876-1-233864-1-2 3 PUMP OVERHEAT 33843-1 33799 2 SONIC ALARM 33843-1 1 ELONGATE 2 MOUNTING HOLES FOR MULTI PORT DRAIN 33437 1 CUT IN CLASS1 BALL VALVE/AIR INLET 33701 34067-1-2 33915 3 ADDED A MC GAUGE HEATER 33834 1 ADD INTERTER 33876-1-2 1 CUTOFF LIGHT SHIELD BENDON P/S FORWARD UPPER PANEL 33883-1-3 1 G/P REMOVED 1 7/8" OFF THE RIGHT SIDE SO PANEL WILL MISS LADDER RACK ARM. CUT A 1 7/8" PIECE OFF OLD PANEL TO USE AS A STATIONARY PIECE ON THE FRAME 33712 1 P/S LRG DISC. CUTOUT NEEDED TO BE LARGER TO FIT THE PIPNG 33642-1-2 1 A WATEROUS VALVE CONTROL WAS ON THE D/S PANEL. IT IS NOT NEEDED. I WAS ABLE TO COVER IT UP 34019 1 MOVE PUMP SHIFT 2 1/2" TO THE RIGHT AS TO MISS PLUMBING 33518 1 P/S OUTER PUC ADDED BLOCKING VALVE 33437 1 ADDED A LADDER CONTROL 33662 1 CUT IN WATEROUS VALVE INDICATOR 33852 1 CUT IN WATEROUS OVERHEAT 33960-1 1 CUT IN BALL VALVE FOR FOAM FLUSH 33905 1 # Occurrences # Action Item Assigned To Created Date Due Date Identify Line-X truck already through engineering process to do immediate pilot with reference prints to expedite PDCA cycle 6/24/2019 - Update 6/3 – 33412 has been created, start date of 6/4. Also have existing reference drawings for 33685 (July 12 start) and 33496 – (July 16 start). Continue to monitor and update at next meeting. 7/22/2019 - Update 6/24 – Scott Meyer had some input. Still waiting on seeing these come through to continue the pilot and identify any needed changes. Will continue to monitor and update at next meeting. 8/26/2019 - Update 7/22 – No updates yet, will look for update at next meeting. 9/23/2019 - Update 7/24 – 33622 – Order release 8/13/19, Paper Distribution 8/28/19. 33756 – Order release 8/8/19, Paper Distribution 8/23/19. - Update 8/26 – will look for Go/No Go decision at next meeting. Tim & Jeff (ECT) please be prepared to share feedback on process as we make decision on moving forward. Set up collaborative discussion on piece parts for Missassauga next order. Develop understanding of what needs to have new part numbers and process for fit up parts that cannot get part numbers. Collaboration with Joel R. and Nick E. to start. 6/24/2019 - Update 6/3 – waiting on Joel for next steps 7/22/2019 - Update 6/24 – though Tim was not at meeting, discussed via text. Tim was going to follow up with Joel. Update at next meeting. 8/26/2019 - Update 7/22 – no updates. Will look for update at next meeting. 9/23/2019 - Update 8/26 – no updates. COMPLET E - Update 9/10 – Per Tim, Line X removed from order, close. Follow up with Brad B/Joe S. on “owner” role for Line X questions - Update 6/24 – Discussion was to identify a smaller “contact group” consisting of Ron Van Handel, Nick Kasuboski, John Eastman, and one- three additional team members to drive action. Will look to refine/define process once we have finished pilot of reference prints (reference action item 11). On hold until completion of Action Item 11. - Update 7/22 – Remains on hold. Follow up with materials to ensure process is being followed in terms of labeling all parts going out for Line X, potential of labeling inside for partial spray parts to eliminate extra prep 7/22/2019 - Update 7/22 – update from Jeff – been pretty good, but last couple weeks have been a little bumpy. Keep open and look for update. Nick K and Troy are going to circle back with key groups. Also reference action items 32 & 33. 8/26/2019 - Update 8/26 – Troy talked to several people in process, all are following process. See new action item 37 for additional follow up needed. 9/23/2019 Follow up with Al to ensure prints are sent along with reference print (i.e. prints for all of the associated parts listed on the print). 7/22/2019 - Update 7/22 – Did talk to Al, gave heads up that prints would be coming, understanding process. Monitor once we see first one through the process. 8/26/2019 - Update 8/26 – Al was out, some parts were sent out without prints. Process was not followed. See new action item 37 for follow up. 9/23/2019 Follow up with Pump Panel to understand how they are “flagging” Line X area – punch? Divot? Other method? Potential to replicate if easy to do. 7/22/2019 - Update 7/22 – did not have a chance to validate yet. 8/26/2019 - Update 8/26 – no updates, Nick not at meeting. 9/23/2019 Follow up with trucks that went through Body reference print process. 7/22/2019 - Update 7/22 – per Jeff V, had one that went through that did not have this done, and was difficult. Jeff @ ECT has not seen yet either. 8/26/2019 - Update 7/24 – still waiting for trucks to get through process, reference action item 11. 9/23/2019 - Update 8/26 – reference action item 11. Still waiting on trucks to get through process. Confirm Pierce Poly options are deleted Chris S./Shena S. 8/26/2019 Look at review/reprice of Line X options Carrie B./Nick K/Al B/John E 9/23/2019 - Update 7/22 – Carrie will be deleting these as an option. Looking to complete and communicate by 8/9. - Update 7/24 – Carrie has prepped bulletin to communicate change to dealer. Looking for insight into pricing costs (added Nick K) and transportation costs (added Al B). - Update 8/26 – no owners at meeting. Need to validate with Carrie that she has the information needed to move forward. - Update 9/10 – Bulletin was sent to sales reps on 7/29. Need to continue to make progress on costing. Per email traffic, working on meeting with ECT (Carrie/Nick) to get this figured out. Talk to Heather about notification to ECT if color changes occur 7/22/2019 - Update 7/22 – Talked with Heather. She currently has no interaction with ECT. Normally Cab Line/Paint are notified if changes come through. Sent email to Ron Van Handel to understand what/if he does anything with notification. 8/26/2019 - Update 8/26 – goes to Paint supervisor. Scramble to ensure notification goes out. Get Anna added to merge group to notify. Reference action item 38. 9/23/2019 Follow up with supervisors to ensure they are sending Line- X parts through Mark Dewitt 8/26/2019 - Update 8/26 – Tim not in attendance, will follow up. 9/23/2019 Collaborate with Nick & Materials team to document Line- X send out process and display clearly to ensure all shifts are aware. Will generate action to update operations supervisors with copy of process once complete. 8/26/2019 - Update 8/26 – no action, sent note to Al & Mark to understand if we already have a documented process. Will update at next meeting. 9/23/2019 - Update 9/23 – Nate Hoefs created standard work to use at IPP. Chris created standard work to use at 41 – awaiting update from Neenah to see how they use. Review standard work as a team. Follow up with Materials on missing parts/mislabeled parts. Ensure we are following established process to avoid confusion at ECT and delays for our teams. - Update 9/23 – Chris met with 41 materials team. Sending parts back if not labeled/missing information. Investigate getting Anna added to Merge Group to be able to notify ECT if a color change happens. - Update 8/26 – Candace does not have a distribution group that notifies people of a color change. Sent Randy Nett a note to see if he had other ideas, awaiting reply. Follow up with Brad P. to check on status of cab reference prints - Update 8/27 – Prints are on CN to be released by the end of the week. 40 Update ENG-020 standard work once we make go-no go decision to use reference prints after Pilots Nick E./Matt H./Don W. 8/26/2019 10/28/2019 # Action Item Assigned To Created Date Complete Walk Pump Panel process to document and understand failure modes – current high frequency failure - Update 5/13 – Process map completed (attached), will be talking about at larger Pump Panel discussion meeting 5/14 Process map cab, pumphouse, body, piece part, pump panel processes to identify where we should focus additional efforts - Update 5/13 – Completed, identified several opportunities that turned into action items Follow up with Don Golla to understand delays in getting piece parts to ECT - Update 5/13 – bit of a hiccup a few months ago but seems to be doing OK at this point. - Update 6/3 – Still doing ok, close Review engineering process for how Line X options are integrated during design phase - Update 5/13 – complete based on conversations at meeting Schedule follow up meeting - Scheduled for 5/13 Follow up with Randy Nett on John Eastman process – who can/should do this work as John has moved twice since he started this process and still does it - Update 6/3 – Three main buckets of work – PO creation, POC for follow up questions, and option /data interpretation. Nick has agreed to take over PO’s; see new action items for additional work on other buckets. - Update 6/24 – per action item #19, identified alternative group to handle POC, and reference print should address option/data integration. Close and follow up through action items 11/19. Document standard process and specific details (black, basic cabs only, no fleet) for assigning work to GB vs. Clintonville - Update 6/3 – Discussed with Scott, no longer going to be using GB Remove requirement to track cab forecasted start date, no longer value added - Update 6/3 – Removed Check print release dates for updated prints (cab clarification of locations) - Update 6/3 – Don did not attend, will look for update at next meeting - Update 6/24 – prints seem to be released, have not had issues with cabs for some time now. Close. Update reference print to capture with or without edges - Update 6/3 – Updated Follow up with Jeff at ECT to review new reference print process - Update 6/3 – was waiting on reference print pilot (reference Action Item 11). Will set up meeting. - Update 6/24 – Jeff was at meeting. Discussed/reviewed print process, looking forward to pilot. Reference new action items for additional work on print sharing. Close. Continue experiment adding BluZone to piece part carts - Update 6/3 – currently slow in Line X piece parts moving over, will keep open for when volume picks up again. Limited to orange carts at this time. - Update 6/24 – this has become our standard process and is working well. Continue to use. Close action item. Talk to Jeff about alternative transport method if ECT milk run truck is full (Straight Shot? Other alternative?). Was originally assigned to Don as original discussion was issue of us getting parts to ECT, but later found out to be parts from ECT to us (reassigned to Nick) Don G. - Update 6/3 – No issues with pickups from IPP, issue is instead with ECT not being able to bring parts back later in week due to driver not having enough hours. Nick to work with Jeff H to arrange alternate transport to ensure parts are returned in case of weekend work/immediate need on off shifts. Nick K - Update 6/24 – discussed with Jeff. Will reach out if we have this happen but has not been an issue. Process is working well, and due to increased demand, have additional space on larger trailer to accommodate piece parts. Close. Follow up with Scott Sawitski to change 5 day timing from “A” order to “G” order to better accommodate when the activity is happening - Update 6/3 – after further investigation, “G” order already has 32 hours allocated for Line X in addition to the 40 hours for paint/line X in the “A” order. Keeping split between the two orders for now. Schedule follow up meeting - Scheduled for 6/3 Investigate impact of creation of packages for Body/Pumphouse, including understanding impact to Cab & prior work completed with Ken/Nicole - Update 6/24 – Jeff reached out to key leads and learned due to option structure/categories, this isn’t truly as achievable as it was in Cab. Close. Invite Jeff from ECT to next meeting - Update 6/24 – Jeff is included in future meetings and attended 6/24 meeting. Schedule follow up meeting - Scheduled for 6/24 - Update 6/24 – scheduled as monthly recurring discussion. Add color column to reference print, circle back with Nick to ensure all parties creating reference prints have update. - Update 7/22 – No update, review at next discussion. - Update 7/24 – Nick and Matt discussed adding the paint color column and agreed to remove the color note from the lower left corner and will add a column to the table. Nick is going to revise the existing Pump House prints revised, and Matt will revise the two for rear body engineering. - Update 8/26 – per Matt, this is complete. Discuss structuring of options for partial Line X, investigate removal of partial or reprice to accommodate additional labor/cost for prep. Chris S./John E./Shena S. - Update 7/22 – Eliminating compartment shelves as a partial option. Going to look at other partials and reprice as necessary. Shoot for review first full week in August. Carrie B. - Update 8/26 – Reference Action Item 30. Looking to update pricing and additional details on Line-X. Close this one as this will be included in Action Item 30. Follow up with Carley – potential to pull prints from outside organization? - Update 7/22 – No go – does not exist. Close. Send “Print Pull” tool to John, Al, Nick to avoid individual print lookup/printing - Update 7/22 – sent to all. Develop color tags and add to process for Line X to ensure operations is able to call out correct Line X color to avoid confusion when parts arrive at ECT. - Update 8/26 – colored tags are available and are being used. Follow up with Nick K on reference print nomenclature – what is the standard coding going to look like (pump house vs. body, LX for line x, etc.) - Update 7/24 – Per email traffic, nomenclature is as follows: - PHSS = Pump House Safe Stride - PHLX = Pump House Line-X - BDLX = Body Line-X - BDSS = Body Safe Stride - Reference prints will be saved with TRUCK#- XXXX (referencing above nomenclature), for example, 33622-BDLX would be Body Line-X Drawing for truck 33622 Discuss and develop path forward for square insert issue (Justin Van Camp email 8/2) - Update 8/26 – Per email traffic, square inserts will be put in at ECT. 35 Nick E./Matt H. 7/22/2019 COMPLET E 36 Justin V. 8/4/2019 COMPLET E 27 Jeff V. 6/24/2019 COMPLET E 34 Troy S. 7/22/2019 COMPLET E 23 6/24/2019 COMPLET E 25 Nick K. 6/24/2019 COMPLET E 21 Chris 6/3/2019 COMPLET E 22 Matt H 6/24/2019 COMPLET E 18 Jeff V. 6/3/2019 COMPLET E 20 Chris S./Nick K. 6/3/2019 COMPLET E 16 Anna 5/13/2019 COMPLET E 17 Chris 5/13/2019 COMPLET E 13 Anna 5/13/2019 COMPLET E 14 5/13/2019 COMPLET E 10 Nick E 5/13/2019 COMPLET E 12 Nick K (coordinate with Nick E/John E) 5/13/2019 COMPLET E 8 Anna 5/13/2019 COMPLET E 9 Don W. 5/13/2019 COMPLET E 6 Chris 5/13/2019 COMPLET E 7 Nick K. 5/13/2019 COMPLET E 4 Don/TBD Body Engineer 4/9/2019 COMPLET E 5 Chris 4/9/2019 COMPLET E 2 Troy 4/9/2019 COMPLET E 3 Chris 4/9/2019 COMPLET E 39 Chris S. 8/26/2019 9/23/2019 Completed Action Items 1 John/Troy/Anna 4/9/2019 COMPLET E 37 Tim H. 8/26/2019 9/23/2019 38 Chris S. 8/26/2019 9/23/2019 32 Tim H. 7/22/2019 33 Chris S. 7/22/2019 29 Matt H. 6/24/2019 30 6/24/2019 31 Chris S. 6/24/2019 26 Nick K. 6/24/2019 28 Nick K. 6/24/2019 19 Chris S. 6/3/2019 HOLD 24 Tim H. 6/24/2019 Existing Action Items 11 Nick E./Matt H. 5/13/2019 15 Tim H. 5/13/2019 Date Curr.-Cond. (process-met.) The 1 Obstacle (impacts p-met) Next Step & Expectations (numerical data) until when What Happened (numerical data) What We Learned Understand what drains are being cut-in. Clarify what, where, and why they're cutting in. Mike B collect 1 week of data with background info (including second shift). Mike S to make notes section bigger on spreadsheet. Mike B to take pictures and save so we can look at for review. E: A lot of missed drains are design error because they're the last thing added. Also may not have information. We add drains & tubing and was never communicated Terry put a note in truck builder with a picture explaining that tee is for future foam system. E: Assembler will see note and not cut in when they don't need to. Louis and Mike to get together to review list of options Louis needs clarified. E: Help Louis understand why options are the way they're written, make updates to options if needed. Go in and look at cab lift options and see if we can add a specific location to them (Mike) E: Bring more clarity to designer and installer on location, reduce cab lift cut-in Zach to remind pump panel group to enter issues into spreadsheets. Mike to pareto E: ##### Experimenting Record ConducttheExperiment Process: Pump Panel Design & Options 10/18/2019 6 cut-ins 2 reorders Too many drain cut-ins 10/25/2019 Drain cut-in identified was added by newer night shift tubing guys. Because of way tee was oriented, thought it was a check valve when it was really a future foam system. Designer unclear on certain options Cab lift locations are vague ##### Mar 2019 Present Everybody solving the right problems, scientifically, every day. • Measurement frequency • PDCA cycle time • Lack of coaches OBSTACLE PARKING LOT

Editor's Notes

  1. Skip called me one day and asked if I viewed Kata as strictly a process improvement or continuous improvement method? I replied that in my opinion Kata was a routine we used to teach scientific thinking, and improvement was a by product of striving for a challenge.
  2. Skip replied, “ I understand and agree with everything you’re are saying, but when we started TWI-JI a few years ago, I had to just get several people trained ASAP.” I was building the beginning of the BMS and needed Job Instruction to counter variation as prevent entropy....” Skip told me he personally taught the JI class 55 times within Baptist after becoming a certified TT, and he was looking for a better way.
  3. So, I took my first two assignments: Deploy JR at NEA using Kata by 2nd Coaching the NEA Clinic Administrator and the Hospital Director of HR, and Deploying TWI-JI at the Memphis Hospital with Inpatient Nursing.
  4. Two Challenge measurements for success were reduction in Written Warnings (Ww) as a Process Metric, and Involuntary Terminations (IvT) as an Outcome Metric. I coached each Kata team 1 time per week for 40 weeks spread across a calendar year.
  5. Results of NEA and remarks by Melanie….”Wish we had more time with BB”
  6. Results at Memphis. “Amazed at how far they were able to develop trainers and get Nurses trained to a standard where one had not existed before.
  7. Skip’s “Systems” slides: Human body Automobile Gears & Kata acts as the lubricant because it is the foundational thinking of how all the parts interact.
  8. My Coaches and I started talking after KC4 and TWI Summit in 2017, that yes VSM of the Current State and then building a Future State (or Ideal State) map seemed logical from a manufacturing standpoint where you have Takt Times, Machine Changeovers, Machine Capacities, Mixed models, multiple shifts, and on, and on. But in Healthcare and Services. Sure we can calculate daily census of patients or Falls per 100 patient days or mg of Morphine equiv prescribed per 100 patient visits….but as soon as those numbers change, nursing sends people home or works shorthanded or keeps people. Or there’s a new protocol enacted. We need a simple tool to just document the work we see in a way Nurses can easily relate to . JM steps and asking Why-What, Who, When, and How about the work,…Then asking them to consider Can we: 1) Eliminate, 2) Combine, 3) rearrange, or 4) Simplify,…. Isn’t that giving power over to them without teaching in depth Lean Tools they may never use
  9. Once we began to think about deploying TWI differently, it challenged our traditional thinking about deploying Kata. Going through Mike Rother’s books, we have always started with a Value Stream Map, or in Baptist’s case an A3 strategic gap analysis. These are great direction setting tools and help us develop a Challenge Statement. However, in order to fully grasp the CC, we need to take some time and put eyes on the process at a more granular level than a VSM. Likewise, we need to put more scientific thinking into what we want that first TC to be, and almost always we noticed teams “biting off more than they could chew” on that first TC. Have you experienced this?
  10. But so
  11. So little time in day, must focus on getting to next objective that we have otherwise waste limited capacity to make improvements
  12. Knowledge Threshold Is the learning edge – where the next experiment should take place Skill for PDSA is knowing where we should experiment
  13. Can learn skill by practicing pattern Beginners should follow Kata exactly – not deviating from them. Create a routine
  14. True – Kata is a Japanese word – STRUCTURED PRACTICE ROUTINE For those that have involved with karate or have had kids in it – know how there is a structure routine that is practice and builds on as the students advance belts – but happens till routine becomes automactic and can take place without thinking about it. (Son example – son black belt – husband came up behind my son and scared him – his automatic reaction was to reactive with these movements) repetitive patterns that is the kata. 3 Steps in practice pattern: Follow – repeating each practice routine without modification Detach – one the basic pattern gets habitual and understand the “why” behind it, you’ll start to adapt it Fluency – actions become natural. You can create your own approaches to fit different circumstances while sticking to the basic underlying principles
  15. About 38 seconds ish compared to 18 ish How did it feel the 2nd time from 1st time – awkward, frustrating, unnatural ……
  16. Kata are small cycles of PDSA thinking – LIKE PDSA THINKING KATA METHOD can be applied to small or large problems
  17. Daily practice – better to practice 15 min/day vs. one hour once a week, better little every day Kata – structure routines Coaching – very specific coaching – skill development coaching; corrective feedback mechanism -- ie karate kid, coach corrects learner to learn habit the right way Mastery – if you don’t want to learn won’t acquire the habit. Learner must develop sense of positive emotion along the way. Great if right away. But more often EE can doubt. Coach’s job to be sure leaner is succeeding. Hard to get team motivated about eliminate waste., but more so for getting somewhere.
  18. Scientific thinking – not difficult, just not our default mode Deliberately engaging reality w/ intent of learning
  19. Brain science says teaching business as usual – coach must be mgrs. Not lean dept. Coaches need coaches too
  20. Look at diagram – must start with a challenge that’s issued Current condition Target condition – want to get there but not sure how In Toyota Kata Mike Rother explains the process of going from current condition to target condition using a flashlight …. Can only see so far with light – need to walk further to see target condition Surgical Suite Changeover – How long, how many, when, what sequence of work. Set a Challenge of 15 minutes
  21. Coach – will keep you on course, help with corrections. Be sure practice the new skills needed. Coaches also know that emotions are involved – need a positive feeling and emotion about what they are doing. More than just doing reps. Coaching kata can also be applied.
  22. For managers to learn how to coach, they must learn how to do
  23. Notes:
  24. • This is a follow-on exercise to the KiC puzzle exercise we recently did. It uses the same scientific, four-step ‘Improvement Kata’ pattern. • With this exercise we’d like to practice two things: (1) a more scientific way of experimenting, and (2) using a tool called “run charts” to collect, visualize, understand, and communicate information.
  25. (Have the students recite the four steps of the IK.) (You can point to the corresponding steps on your Improvement Kata poster or drawing.)
  26. Today we’ll focus in on Step 4: “Experimenting toward the Target Condition.” (Point to the poster.)
  27. Working scientifically means testing, learning, and adjusting based on what you learn. For instance, you can’t just aim a rocket at the moon, fire it off, and expect to get there. There are many adjustments made along the way, based on what happens along the way and what you learn from that. That’s how you reach a goal, and that’s also how a scientist works.
  28. • What did the puzzle exercise show us?: - The four steps of the Improvement Kata - That any idea we have needs to be tested. What we expect to happen is not always what actually happens. • In what ways was experimenting in the puzzle exercise not so scientific?: -> We changed more than one factor or variable at a time. -> We only got one data point – one cycle – before deciding what to change next.
  29. (Read the slide)
  30. (Read the slide) Note that you will not try to achieve the entire challenge today. This is an example of overall, difficult, longer-term objective which functions as a direction-giver, as described in the KiC-1 exercise. (#1 will become the “next target condition”)
  31. Assign each of the three roles. Demonstrate how to do these two roles: - Catapult Operator: Release the lever smoothly… don’t pull the lever back further as you release it. - Distance Measurer: Watch where ball first lands (the ball will tend to bounce and roll after landing).
  32. (Refer to the poster-size storyboard that’s posted on the wall.) (During the exercise the instructor records group decisions and the results of the experiments on the poster-size storyboard.)
  33. (Hand out 1 CARD + 1 BLANK RUN CHART FORM to each participant.)
  34. (Read the slide) (Have a poster-size run chart on the wall and also fill that in as the teacher. This helps demonstrate to the students how to do it.) (All participants should nonetheless draw their own run chart after each experiment.)
  35. These are the three factors that the students can vary from experiment to experiment. Show the three types of balls. In this exercise students can only change one factor in each experiment.
  36. (Read the slide)
  37. The next step is to grasp the CURRENT CONDITION.
  38. Shoot the catapult 5 times at the initial settings shown at the top of the scoreboard. Teacher record the distance for each shot on the storyboard. Everyone draw a corresponding dot on their own run chart form. Teacher demonstrates by drawing on the poster-size run-chart form. Complete the first run chart by connecting the dots and labeling the line “Current Condition” This is the initial current condition.
  39. The next step is to establish the NEXT TARGET CONDITION.
  40. Establish the next target condition as follows: Read through both the CHALLENGE and then the CURRENT CONDITION. Ask the students where they would like to be next, after going through five (5) rounds of experimenting. Coach the team into this next target condition: Catapult a ball 14 feet directly into the container, 1 shot out of five. (IT’S A GOOD IDEA TO MAKE IT “ONE SHOT OUT OF FIVE.” THAT WAY THE STUDENTS ARE LIKELY TO BE SUCCESSFUL.) Record this target condition on the storyboard poster.
  41. Have the students draw a “target condition” line at 14 feet on their own run chart form. Teacher do the same on the poster-size run-chart form. Label the line “target condition” or “TC” IT IS IMPORTANT THAT THE RUN CHARTS INCLUDE A “TARGET CONDITION” LINE. This line turns the run chart into a story rather than just a depiction of data.
  42. The next step is to EXPERIMENT toward the target condition.
  43. Plan the first experiment as a group. Use the storyboard to focus and record your discussion. Be sure to also write down the group’s prediction about what will happen.
  44. Time to Experiment!  For each round of experimenting (5 catapult shots), TOGGLE FORWARD AND BACK between this slide and the next slide. During the experiment everyone should record the results on their own run chart. Instructor does the same on the run chart poster, so students can see if they are making their run chart correctly. NOTE: If the ball bounces out of the target container then the students can experiment against this obstacle too. But do not warn the students about this … let events unfold on their own.
  45. Reflect on the last experiment and plan the next experiment, in group dialog. A good question to ask the group is: “What do you want to learn or need to learn next?” You can point out to the students that (a) the way to see further is to try something, and (b) in this exercise experimenting doesn’t cost anything and can be done quickly. Then TOGGLE BACK to the previous slide to run the next experiment (5 catapult shots). OPTIONAL: If these discussions start to take over 3 minutes you can use the 2.5-minute timer on the next page to provide a time limit.
  46. If there is not enough time left you can do this debrief at the start of the next class period. • EXPERIMENTING SCIENTIFICALLY: Changing only one variable at a time and getting multiple data points gives you a more accurate understanding of the situation. It takes a little more time than just charging ahead like in the KiC-1 puzzle exercise. • WHAT RUN CHART SHOWS: Compre the ‘What Happened’ column of the group scoreboard with the run chart, which both contain the same information. Shows variation, data is visual & easier to understand, perceptions are taken out, easier to communicate. • WHAT HAPPENS WHEN YOU ADD THE ‘TC’ LINE? This changes the run chart from a depiction of data into a story about striving for something through experiments. • OTHER RUN CHART EXAMPLES: Time it takes to get to school, time spent on homework or practice, etc.
  47. Use a flipchart to write these tip down, rather than showing this slide. Tips and Tricks for the Coach: The 5 questions of the Coaching Kata are like quality gates and each opens the next phase of the coaching cycle. If the “gate question“ is not answered precisely enough ask deepening questions to help the other person to clarify for themselves. Ask the next “gate question“ only after the previous one has been answered to your satisfaction. Often it is good to ask question 4 after reaching the threshold of knowledge (Learner says “I don’t know” or “I have no data”) Tip for the 2nd Coach: If the conversation gets off track during a phase, the cause often lies in the previous phase.
  48. Use a flipchart to write these tip down, rather than showing this slide. Tips and Tricks for the Coach: The 5 questions of the Coaching Kata are like quality gates and each opens the next phase of the coaching cycle. If the “gate question“ is not answered precisely enough ask deepening questions to help the other person to clarify for themselves. Ask the next “gate question“ only after the previous one has been answered to your satisfaction. Often it is good to ask question 4 after reaching the threshold of knowledge (Learner says “I don’t know” or “I have no data”) Tip for the 2nd Coach: If the conversation gets off track during a phase, the cause often lies in the previous phase.
  49. Use a flipchart to explain this tip, rather than showing the slide. AS Notes What is your standard? Go through numbers, then read sentence to sync up.
  50. 22 hospitals across TN, MS, and AR This is where I work, NEA Baptist Healthcare System, located in Northeast Arkansas
  51. Skip-if you know Skip-incredible Leader, I think his goal is for when he leaves to have made you feel better about yourself in someway, truly inspirational leader, proud to have him here at Baptist. He was in my office one day going on and on about how much he loved my office, and how cute my kids were-like excessively, and how creative I was…
  52. Brandon had been our kata coach for about 3 years, have worked a lot with him, he has taught me almost everything about IK and CK, is extremely SMART, way over my head smart I sent Brandon an email, hey Skip wants me to help create this facilitator guide for GBJS, is there a book like the Toyota Kata practice guide that I can read to prepare? This was his response-this is when I started to get nervous and anxious, for 2 reasons-”all in his head” and “I have some documents” Skip is good!
  53. Now, I love Brandon and tease him all the time about how many words he uses and in true Brandon format-8 pages size 10 font, Healthcare professionals are very compassionate and very smart, but (Don’t think like engineers)? not Engineer smart, we are typically much more visual learners. And in some cases, nurses and healthcare professionals can be kind of pompous…if it looks different-like manufacturing-we may roll our eyes at it. Right half of slide-healthcare is more hands on, very visual So even thought this is very easy for me, is it easy? NO-it is incredibly complex. We can produce precise diagnostic images of anatomy inside the body when we scientifically prescribe… A Magnetic Field, RF pulse, and Hydrogen atoms to produce incredibly detailed images of the body-by one quick glance of this image I can see that this patient as an occluded right internal carotid artery-its visually easy to see. We produce these images like a slice of bread, but then we manipulate and process them to look like this-because it makes it “easy” It was this moment that I knew why Skip wanted my help, Brandon is too engineeree-he wanted me to healthcare-ize Brandon’s existing document, take the engineer out and put the people in
  54. So we started… I found this picture of our first Target Condition, the date was by 9/13/2018 Note my current condition block diagram- did not understand what GBJS was after reading and a few conversations my first target process characteristic-”Andrea to have a full understanding of what GBJS looks like” I really needed to know this before I could write a facilitator guide, so I spent many sessions pulling data and information out of Brandon and Skip to understand the current condition and the Direction,
  55. 6 months and 27 versions later we were ready to print our “first Draft” For Skip and we wanted to road test it on an actual GBJS!
  56. Formal Definition of what GBJS is, it combines Kaizen and Kata
  57. 5 Stages I will walk you through this methodology with one of our real GBJS’s-IPR We used IPR as an experiment on our Facilitator Guide-to see what all we missed.
  58. 2. Organize and Align 3 pages of to-do’s for the Facilitator List of supplies
  59. this is page 11 out of our GBJS Facilitator Guide This is important to think about when planning your event 6-8 weeks-time is relative to skill level
  60. 3. Current Condition Prep Work Daily Kata Mostly go and see type experiments so we would have deep understanding of our current condition
  61. 4. GBJS Event-3 days of rapid PDSA, simultaneously on all FP boards
  62. Day 1 Morning Session-2 really good moments to kick off Day 1 Good Moment-spent a lot of time answering questions to new people in the room. It refreshed the current condition for our entire team. Orienting the entire team to our Kata Challenge, and our entire current condition in full, and our GBJS true north statement 3 days from now, Present our accomplishments to leadership Leave the room with working storyboard(s) Well defined follow up plan Advanced our work several weeks into the future with rapid PDSA
  63. 3 days of Kata-a lot of Kata My favorite picture-amazing team-exhausted-so much work
  64. We weren’t done, we transitioned from rapid Kata back to daily, named board owners, and times Follow up plan is crucial to success
  65. Sept is when I knew we had created something really special at NEA Baptist.
  66. Every GBJS-we learn, then revise the document to add new learnings. Went from 27 reversions during the development, then started at 1 for print, now we are on revision 3.1 *interesting enough most of the revisions have been about people and leading diverse groups of people-add JR card graphic *Excited to see what we learn at our next GBJS!
  67. Presentation Title: Project Management Overview Presentation Length: 1 hour Key Points: ****************************************************** Room Arrangement: PowerPoint capability in the room Student Handout:
  68. Non-Acute Care and Acute Care Nondurables Medical Office – Gowns, drapes, towels, pillow covers, facemasks, exam table paper Dental Office – Bibs, tray covers, headrest covers, instrument sheaths Operating Room & Hospital - specialized equipment covers, disposable splash protection, Specialized securement devices Acute Care Durable Operating Room - Zero Gravity radiation protection system Patient Safety Hospital Falls Management – alarms & sensors Belts, restraints, positioning aides Beds & mats Wound protection
  69. Incorporate Improvement & Coaching Routines into our everyday work processes
  70. Objective: To create sustainable long-term improvements without creating “work-arounds” or adding additional burden to the operators by developing associates’ problem solving skills and empowering them to make daily improvements in their processes.
  71. Hypothesis: If we change what we measure we can change behaviors and improve results. Hypothesis: Adding some fun can help drive these ideal behaviors. We need to create the space and time for problem solving and problem solving support.
  72. What are we getting? Benefits for the operator – Associates feel engaged and are contributing. Benefits for the business – we’ve seen an increase in the cases per run hour we can produce since starting this experiment
  73. What are we getting? Benefits for the operator – Associates feel engaged and are contributing. Benefits for the business – we’ve seen an increase in the cases per run hour we can produce since starting this experiment
  74. Here’s we were think we are headed. This is still an experiment and may change as we learn more. Review Roles & Responsibilities Level 5 Operator will fill the Problem Solving Coach 1 role. ~5hrs/day running a machine & ~3 hrs/day supporting associates with scheduled problem solving time Val Fiedler has accepted this role for Gowntown. Tina Gilliam will be developing into this role for the next work group. We will be looking for more people to fill Level 5 Operators as Problem Solving Coach 1 roles within VS1 later this year. These positions will be open to everyone regardless of what work group you are in today.