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
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.
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
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
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
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…?
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
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!”
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
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
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
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
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
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”
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.
187. Melissa Christman
Manager of Continuous Improvement & Training
TIDI Products
Mike Sandercock
Sr. Principal Engineer Quality & CI
Pierce Manufacturing
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
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.
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.
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.
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.
Results of NEA and remarks by Melanie….”Wish we had more time with BB”
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.
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.
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
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?
But so
So little time in day, must focus on getting to next objective that we have otherwise waste limited capacity to make improvements
Knowledge Threshold Is the learning edge – where the next experiment should take place
Skill for PDSA is knowing where we should experiment
Can learn skill by practicing pattern
Beginners should follow Kata exactly – not deviating from them. Create a routine
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
About 38 seconds ish compared to 18 ish
How did it feel the 2nd time from 1st time – awkward, frustrating, unnatural ……
Kata are small cycles of PDSA thinking –
LIKE PDSA THINKING KATA METHOD can be applied to small or large problems
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.
Scientific thinking – not difficult, just not our default mode
Deliberately engaging reality w/ intent of learning
Brain science says teaching business as usual – coach must be mgrs. Not lean dept.
Coaches need coaches too
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
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.
For managers to learn how to coach, they must learn how to do
Notes:
• 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.
(Have the students recite the four steps of the IK.)
(You can point to the corresponding steps on your Improvement Kata poster or drawing.)
Today we’ll focus in on Step 4: “Experimenting toward the Target Condition.”
(Point to the poster.)
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.
• 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.
(Read the slide)
(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”)
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).
(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.)
(Hand out 1 CARD + 1 BLANK RUN CHART FORM to each participant.)
(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.)
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.
(Read the slide)
The next step is to grasp the CURRENT CONDITION.
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.
The next step is to establish the NEXT TARGET CONDITION.
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.
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.
The next step is to EXPERIMENT toward the target condition.
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.
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.
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.
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.
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.
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.
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.
22 hospitals across TN, MS, and AR
This is where I work, NEA Baptist Healthcare System, located in Northeast Arkansas
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…
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!
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
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,
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!
Formal Definition of what GBJS is, it combines Kaizen and Kata
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.
2. Organize and Align
3 pages of to-do’s for the Facilitator
List of supplies
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
3. Current Condition Prep Work
Daily Kata
Mostly go and see type experiments so we would have deep understanding of our current condition
4. GBJS Event-3 days of rapid PDSA, simultaneously on all FP boards
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
3 days of Kata-a lot of Kata
My favorite picture-amazing team-exhausted-so much work
We weren’t done,
we transitioned from rapid Kata back to daily, named board owners, and times
Follow up plan is crucial to success
Sept is when I knew we had created something really special at NEA Baptist.
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!
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
Incorporate Improvement & Coaching Routines
into our everyday work processes
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.
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.
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
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
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.
