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Blue Belt Program Review
- 1. Blue Belt ProgramOverview
- 2. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Why Blue Belt? Breakthrough Initiatives 20% 0%0% Continuous Daily Improvement 80% A3 Program Projects Green and Black Belt Projects Kaizen Events Blue Belt Program
- 3. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development From Own the Gap by Mike Martyn and Bryan Crowell Strategy Deployment Create clear and aligned expectations of what winning means at all levels. Creates the gap ANSWERS THE QUESTION: What does it mean to Win or Lose? What does winning look like?
- 4. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Visual Management Create a system of visual management that allows everyone, every day to know whether they are winning or losing. Shows the gap ANSWERS THE QUESTION: Are we winning or losing? From Own the Gap by Mike Martyn and Bryan Crowell
- 5. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Daily process improvement Develop an enterprise- wide habit of daily team-based problem solving – aligned with the organization’s goals. From Own the Gap by Mike Martyn and Bryan Crowell Closes the gap ANSWERS THE QUESTION: If we are not winning – what are we doing about it?
- 6. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Standard Follow-up Standard set of reaction protocols and follow-up activities that allow leaders to coach for improvement. From Own the Gap by Mike Martyn and Bryan Crowell Sustains and builds on the gains. ANSWERS THE QUESTION: How can I help you win more?
- 7. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Strategy Deployment Create clear and aligned expectations of what winning means at all levels. Creates the gap ANSWERS THE QUESTION: What does it mean to Win or Lose? What does winning look like? Visual Management Create a system of visual management that allows everyone, every day to know whether they are winning or losing. Shows the gap ANSWERS THE QUESTION: Are we winning or losing? Standard Follow-up Standard set of reaction protocols and follow-up activities that allow leaders to coach for improvement. Sustains and builds on the gains. ANSWERS THE QUESTION: How can I help you win more? Daily Kaizen (Daily process improvement) Develop an enterprise-wide habit of daily team- based problem solving – aligned with the organization’s goals. Closes the gap ANSWERS THE QUESTION: If we are not winning – what are we doing about it? From Own the Gap by Mike Martyn and Bryan Crowell
- 8. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development BLUE BELT----CHANGING THE WAY THAT DEPARTMENTS FUNCTION • RESPECT FOR PEOPLE is key tenet • Transparency – Being able to discuss quality and other issues openly and honestly with taking the appropriate actions with staff. • Accountability – Ensuring that both leaders and staff are accountable for creating better patient flow, improving patient satisfaction, and fixing problems.
- 9. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development PRINCIPLES, SYSTEMS AND TOOLS
- 10. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development PRINCIPLES Core Values, Guiding Principles and Organizational Focus are essential for developing high functioning organizations • Organization and Department Mission, Vision and Values “Know Why” • Key Behaviors • Organizational expectations for results (for example: customer satisfaction, patient access) • Communication • Leadership Development • Foundational culture – Not just our job to do the work, but to improve the work .
- 11. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development SYSTEMS Systems which are appropriately aligned to principles drive behaviors. • Strategy Deployment • Visual Management • Communication System / Daily Tiered Huddles • Coaching System • Idea Generation / Problem Solving System • Reward and Recognition
- 12. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development TOOLS Within your systems, select the right tools to achieve the results you want. • X-Matrix • Metric Boards • Huddle Board • Process Mapping • Fishbone Diagram • Ease Impact Chart • Standard Work Instructions • 5 S (Sort & Scrap, Set in Order, Shine, Standardize, Sustain) • Visual management
- 13. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development HOW DOES THIS FIT TOGETHER? • Leaders identify the vision and support the principles of the organization. • Managers maintain standards, the develop systems to improve the work, and coach associates. • Associates are expected to recognize problems and use appropriate tools for work improvements.
- 14. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Organization Effectiveness and Transformation • Teamwork • Communication
- 15. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development JUST CULTURE- HAVING THE RIGHT CULTURE FOR DAILY WORK & IMPROVEMENT WORK Just Culture Concepts complement Lean Six Sigma and vice versa • Applicable to actions in daily huddles • Transparency is okay • Look at the systems that staff are in for potential causes • Accountability • Triage for resolution © Copyright Akron Children’s Hospital
- 16. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development HUGE goal of Blue Belt- Establishment and Refinement of Huddles
- 17. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development System of Tiered Levels and Flow of Information- a STRATEGIC GOAL of the Hospital Women’s Board Board of Directors CEO CFO COO EVP VP HR Foundation Example CNO VPP VPS VPO COE Compliance Strategy Goals Purpose •Mentoring •Teaching •Barrier Removal •Strategy •True North Status of the Hospital •Information •Continuous Improvement •Metrics •Escalation 17
- 18. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development
- 19. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Daily/Monthly Metrics Tracker •Goal ranges are shown with colors •Anything out of range is tracked at the bottom (reasons, issues, etc.)
- 20. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Patient Status Board in the Burn Center
- 21. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Patient Status Board in the Burn Center- Magnet Key & Marker Color Key
- 22. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Patient Status Board in the Burn Center Patient Name Here Each patient has a ‘room’: all pertinent info is displayed and info is potentially clarified in huddle or nurse report
- 23. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Benefits of the Blue Belt Program 1. For your patients: a) Improved understanding of the patient/family needs b) Improved safety/quality of patients through Huddles c) Improved coordination of care 2. For your department a) Improved intradepartmental communication b) Improved use of tools to improve processes c) Creating a culture of openness and transparency culture 3. For you: a) Leadership needs your help to improve the processes b) Improved quality of work c) Communication – better info shared
- 24. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Overall Goals of Blue Belt • Align the department towards common and well understood goals • Help with the transparency/culture • Improve abilities of participants to problem solve • From the highest level of the organization, the status of the hospital should be known daily by noon – Identify issues as they are happening, if not before – Quickly resolve the issues
- 25. www.akronchildrens.org/giving Mark A. WatsonCenter for Operations Excellence Process Improvement Through People Development Questions??
Editor's Notes
- #3 Blue belt comes from the blue color of the bambino. As you can see here, only 20% of improvements should come from breakthrough initiatives such as A3 projects and kaizen events. These are what most companies focus on when they first bring in programs like Lean and Six Sigma. They get quick results. We get the opportunity to teach basic tools. But these strategies will only go so far, and left at that, these programs will eventually fail. To realize enterprise excellence, 80% of improvement work should evolve day to day, with staff continually recognizing process problems and failures and having the skills and empowerment to relentlessly work to get better. The Blue Belt program works with department leaders (formal and informal) to develop a daily management program which focuses on getting better every day.
- #4 The following model provides a basic structure on what we want to accomplish in blue belt. Strategy Deployment gets us to thinking about the long term goals of the organization and how that translates down to the department in key initiatives to reach those long-term goals. In Information Services you spend a lot of time understanding and accommodating organizational initiatives. When will the next Epic upgrade be installed, what will the timeline be for installation of Optime, etc. IS departmental initiatives must be aligned with the goals of the institution. That part is easy – right? Winning looks like successfully upgrading Epic on March 15th. This goal helps the organization as a whole. But what about the operations of the department? The processes that occur day to day. Blue Belt will challenge you to think about the long-term vision of the department. Can you envision an ideal future state? What changes do you want to make to the overall functioning of the department? Where are you now? Does everyone know what the specific goals are? Does everyone know the “Why” of these specific goals.
- #5 Once everyone knows what the specific goals are – how does everyone know the department is right now in relation to those goals? If we are focusing on patient access in our specialty practices – how do we know if where we are on our way to the goal to seeing patients within 14 days of contact? In IS, you have project teams who have developed project timelines. What is your process for knowing if a specific team is behind and needs help. How do you know if another team has capacity? How do you know if you are meeting day to day needs of your customers? Is this information easy to see, or tucked away in a spreadsheet. If you have strategies for people development, for training initiatives – how do you know where you are with those goals?
- #6 If our bookings in our subspecialty departments are out 4 weeks instead of 2, what countermeasures can we put into place? This is not just a management problem. Everyone in the clinic needs to own this issue. Do we have waste in our processes that can be reduced to result in an extra appointment slot each day? Are we working hard to fill canceled slots? Are we developing strategies to get our no-show rate down? Are you getting improvement ideas from your staff?
- #7 We call this leader standard work, and it can be very challenging to implement. However this portion is vital. It is leaders “going to the gemba – or where the work is being done. It is modeling behaviors, maintaining standards. It includes coaching for improvement.
- #8 This is what the model looks like when we put it together.
- #23 This is as of 2-1-13
- #24 This is as of 2-1-13