2. The current economic crisis threatens the NIH budget and with
it, the pace of scientific discovery. Rather than implementing
reactive cost reduction strategies, it is time for research
institutions to adopt long term, sustainable approaches to cost
control. Continuous Process Improvement (CPI) can have a
dramatic effect on productivity, cost and quality within the
Research setting. (Axelrod,2011)
3. In October of 2011, the Office of Sponsored Research at
Seattle Children's Research Institute embarked on the CPI
journey massively transforming our processes and culture.
The results have been dramatic and completely worth every
research institution's attention.
4. This presentation will focus on the “change of culture
challenges” between the PI, the Department and the Central
Research Administration Office during the transition to CPI
line work in the Office of Sponsored Research.
5. One of the department administrator’s most crucial roles is to
translate the communications between the central office and
the PI. It is important therefore, that The Central Office
standardize communications and methods that mitigate any
possible negative interpretations by the PI.
6. Ultimately, achieving this balance between the central office,
the department administrator and the PI should result in waste
reduction, enhanced effectiveness, standard work methods,
clear communication, increased collaboration, and the ability
to allow the artists to tend to their art.
13. Refusal of the Call
If we become a true
team, how will I What can I do to
outshine everyone? disrupt this process?
I function well …some of us liked it
in chaos! the way it was
But meanwhile, the bakers kept baking
28. Workflow
RAPID LINE (3 Days)
ResAdmin BATTERS CRADLE TO GRAVE
BOX (CTA + Negotiations)
PARTY LINE
(Everything else)
29.
30. Our work continues to be PDCA-ed
On February 23, 2011 we clear out over 208pieces of WIP dating
back to November of 2011, reducing the average backlog of 268
pieces of WIP to 60. We emerge from that experience with
increased commitment, enhanced strength, and deeply united as
a team
31. We emerge transformed by our collective CPI
experience, no longer fearful of the next round
of PDCA.
At Seattle Children’s Research Institute, OSR endeavors to go
where Gemba will be…not where it has been.
Your ideas matter
Editor's Notes
Story of st Georges and the dragon. I choose this because it is illustrative if the legend of perseverance, fear and ultimately a grand expression of bravery. It takes a great deal of courage to make this cultural change.
This change took guts. Osr proved we had them.
This change took guts. Osr proved we had them.
This change took guts. Osr proved we had them.
This change took guts. Osr proved we had them.
This change took guts. Osr proved we had them.
This change took guts. Osr proved we had them.
Coming in fresh to this world was profound for me. John was an established expert in this galaxy. I was coming from a different government planet. He needed me to support his efforts but even for an astronaut like John trying maintain order was elusive.
We were ducking a lot of the time to keep everyone happy.
You now who you are. We had forces working so diligently to undermine any progress we could make.
Like every legend, there was a glimmer of hope.
Erik took a break from working out to offer us some solutions along with Delilaand Stephanie.
This was the most difficult part. Sometime when faced with what feels like insurmountable obstacles humans begin to cannibalize.
Part of my family’s crest. Scottish clan that are documented back to the 13th century. Why do you care? Because this information still survives. The lineage the tartan is still apparent. They are a group of tightly knit people who have repeatedly overcome adversity to persevere. It is antidote to the refusal to the call. It is an inherited characteristic.
As the next part of the myth goes…. The hero meets with the mentor. Jim was our YODA. And I want to point out here that Luke (OSR) is not the hero…it is our audience…our customer (families and children) that are the real heroes.
We spent nearly 30 hours talking about all the things we do ruminating over the 38 pieces of WIP we perform, arguing over standard work. And as he is listening like all great mentors Jim seeing the simplicity in what we require to take the next step to serve.
I was uncomfortable for many reasons….
Status update and the ensuing attacks were taking 20 hours per week to deal with….2 hours per person..and that’s just the average…imagine gaining a parttime employee…that’s what it felt like when jim covered us
Enforces them…really enforces them…this would not have been possible with this part..group health would love to do what we have done but they cant..they are without a strong enforcer..
Lots of insults and name calling, negativity…some of it coming from our own family..
I wish I had celestial music to play here…it was big, monolithic and imposing but it symbolized everything that was happening.. We were becoming organized, large within ourselves, full of standards and thoughtful, organized process.
We develop nifty tools to accommodate our new found sense of organization
Don’t let the percentages fool you however, 8% on the negotiations line consumes two FTEs all WIP is not created equally.
C – G 2 rounds..then trouble shooting..miscommunication at first
Our visibility board, taking transparent work ethic to the next level.
