In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Strategy Deployment (Hoshin Kanri) and X-MatrixJoerg Muenzing
This presentation explains what strategy deployment is and how it works. It covers the 3 disciplines of strategy deployment, the 5-layer pyramid, the 7-step planning and deployment process, and the strategic master plan (X-Matrix). It also gives a preview of the strategy deployment course to become a certified Strategy Deployment Professional: https://www.leanmap.com/academy/strategy-deployment/
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Strategy Deployment (Hoshin Kanri) and X-MatrixJoerg Muenzing
This presentation explains what strategy deployment is and how it works. It covers the 3 disciplines of strategy deployment, the 5-layer pyramid, the 7-step planning and deployment process, and the strategic master plan (X-Matrix). It also gives a preview of the strategy deployment course to become a certified Strategy Deployment Professional: https://www.leanmap.com/academy/strategy-deployment/
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Why take a Continuous Delivery approach in your organisatiionNish Mahanty
Two case studies on teams that had adopted Continuous Delivery by pulling from a toolkit of Agile, Kanban, and Lean techniques.
These teams raised customer NPS, improved team engagement, and increased their throughput.
Presented at "Innovating IT Service Conference 2014"
http://itsframeworks.com/
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
An incredibly important piece of implementing a successful risk-based monitoring methodology is change management. TRI has performed a number of RBM projects that have included this very vital piece, and these slides detail our overall approach to RBM change management.
Process Improvement and Change Management
Thursday 29th October 2015
APM Thames Valley branch and APM Enabling Change SIG
by Carl Halford and Elisabeth Goodman
Planning for an Oil & Gas Operation Well Life Cycle FrameworkJeff Dyk
A system for putting together the people, processes, and technology that fuel the best decisions and the maximum return on investment along the life cycle of an oil and gas asset.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Lean: From Theory to Practice — One City’s (and Library’s) Lean Story… AbridgedKaiNexus
Presented by Elizabeth Chase
Webinar registration page (to attend live or view recording): https://info.kainexus.com/continuous-improvement/lean-from-theory-to-practice/webinar/signup
Join us for a look at how one library’s practice of Lean introduced a city to its benefits and informed the design of the 5th largest public library in Texas, a 158,000-square-foot library (in a repurposed rocket factory).
Covering everything from creating a Lean training curriculum to specific examples of applied Lean fundamentals – with a detour into Vaccine site administration – this webinar has something for everyone interested in continuous improvement and/or libraries.
Attendees will be able to ask as many questions that dive into specific details as time allows.
Elizabeth Chase is the Material Services Manager for the Frisco Public Library.
Elizabeth began her career with the City of Frisco in 2003. Before taking her current position, her roles at the Library included Adult Services Reference Librarian, Cataloger, and Senior Librarian.
In the category of “other duties as assigned,” Elizabeth is a member of the Frisco Lean Team Steering Committee, which develops and implements Lean certification for City employees. Her primary role is teaching a 4-hour Lean fundamentals class to employees throughout the City and celebrating the improvements made as a result.
Recording: https://info.kainexus.com/continuous-improvement/developing-coaching-skills-mine-yours-ours/webinar/signup
Presented by Tracy Defoe
How do you develop coaching skills in yourself and others? Why would you want to?
Everyone who manages people is asked to coach. Most of us think we are good at it. If you were lucky enough to learn how to develop and coach people because you were coached well from the start of your career, you are unusual. Most of us have to learn a new, quiet way of working with people to coach and develop them.
Join kata coach Tracy Defoe for her ideas on developing coaching skills the Toyota Kata way, based on years of personal and group experiential learning experiments.
This webinar is a preview of a deep dive Tracy is facilitating at the upcoming Kata Summit, KataCon10, coming up in April 2024.
Tracy Defoe is an adult educator specializing in learning at work. About ten years ago she started coaching to develop a scientific mindset in people improving their processes at work using the Improvement and Coaching Kata detailed in Mike Rother's Toyota Kata books. She is a cofounder of the global women's group Kata Girl Geeks, cofounder of Kata School Cascadia, and a facilitator with Tilo Schwarz's Kata Coaching Dojo Masterclass.
Apply Operations Science to Accelerate Success NowKaiNexus
Presented by Ed Pound
Operations science describes the fundamental relationships that drive operations performance. However, the concepts are not widely understood or applied properly. Join us for this webinar with Ed Pound, Managing Director of the Operations Science Institute to:
Learn a fundamental, expensive problem that plagues nearly all organizations yet is widely unknown
Participate in an exercise to see if this problem affects your organization
Learn some basic concepts of operations science and how the field can be used to accelerate your organization’s success right now, with your existing people and technology. No capex needed
Ed Pound is the Managing Director of the Operations Science Institute, lead author of the book "Factory Physics for Managers," and co-author of the upcoming book "Applied Operations Science." Ed has over 35 years of experience managing, coaching, and training in operations across many different industries and countries and in businesses large and small.
A Poka-Yoke Primer: Mistake-Proofing and Error ReductionKaiNexus
Presented by John Grout
This webinar is a 60-minute primer into mistake-proofing (a.k.a. poka-yoke). Information about the basics of mistake-proofing, why people make mistakes, and how to start the process of reducing mistakes will be presented in a fast-moving and entertaining format.
Objectives:
Build awareness of mistake-proofing
Introduce a concise presentation format: “pecha kucha," with 20 slides x 0:20 seconds each = 6:40 minutes (we’ll do two of these with discussion in between).
What is mistake-proofing?
Include lots of examples
Why do people err?
How can design eliminate errors?
Next steps in implementation
John Grout is the David C. Garrett Jr. Professor, former dean, and award-winning teacher in the Campbell School of Business at Berry College. Dr. Grout has researched lean supply chain management and mistake-proofing (a.k.a. Poka-Yoke) extensively and published numerous articles on the topic. John was awarded the Shingo Prize for his paper, “The Human Side of Mistake-Proofing” with Douglas Stewart. John has also consulted with a large variety of firms to mistake-proof their processes.
Engaging Senior Leaders to Accelerate Your Continuous Improvement ProgramKaiNexus
Presented by Stephanie Hill, Senior Lean Strategist at KaiNexus
Having worked as…
…a CI practitioner reporting to a CFO,
…a consultant and coach to executives and
…a Lean Strategist configuring software to meet executives’ needs,
Stephanie has learned that senior leaders are the influencers of any organization - able to make or break a CI program and culture.
Attendees will:
Gain clarity on the need for executive buy-in and engagement.
Learn three considerations before engaging senior leaders in CI.
During the session, attendees will have the opportunity to reflect on their gaps in building relationships with their senior leaders. Participants will walk away with a plan to increase executive engagement.
Stephanie Hill is a Senior Lean Strategist with KaiNexus and owner of Light Bulb Moment Consulting. She has over 23 years of experience applying Lean to various industries, including legal, manufacturing, retail, insurance, healthcare, and government. She has certifications in Strategic Human Resources Leadership and Scaled Agile, a Master Black Belt in Lean Six Sigma, a master’s degree in Public Health, and a bachelor's degree in Chemistry. She lives near Columbus, Ohio, and enjoys building LEGO sets, dancing, and traveling. She is also preparing to publish her first book, "A Life of Learning: Lessons in Leadership from Raising a Boy with Autism."
No More Flavor of the Month! Learn How To Deliver Sustainable ChangeKaiNexus
See the recording and more: https://info.kainexus.com/continuous-improvement/learn-how-to-deliver-sustainable-change/webinar/signup
Presented by D. Lynn Kelley, Ph.D.
Co-Author of Change Questions: A Playbook for Effective and Lasting Organizational Change
The book "Change Questions" unlocks the secrets of sustainable organizational change by asking key questions that deliver a customized approach for change that is just right for your specific initiative and organization. You will be given access to the free digital workbook, which is a fillable PDF that you can save, use, and reuse in your future change activities.
After this webinar, you will be able to develop a customized implementation plan for a change initiative that integrates the topics listed below:
a. Purpose
b. Design, Do, and Improve the Work of the Change
c. Capability Building and Employee Engagement
d. Management System and Leadership
e. Culture
About the presenter:
Following a career highlighted by leadership roles in engineering, supply chain, and continuous improvement in various industries, Kelley retired from Union Pacific Railroad in 2018. Now serving as a senior advisor to BBH Capital Partners, she assists in sourcing, investment evaluation, transaction execution, and providing post-investment oversight to the firm’s portfolio companies.
At Union Pacific, she was senior vice president of supply chain and continuous improvement. She was also the executive co-owner of the company’s innovation program. Before joining Union Pacific, Kelley was vice president of operational excellence, an officer and a member of the executive leadership team at Textron.
Kelley holds a PhD in evaluation and research and taught undergraduate and graduate statistics courses. Before becoming a professor, she held the positions of executive vice president and chief operating officer of Doctors Hospital in Detroit.
The Importance of Trust in Continuous ImprovementKaiNexus
Presented by Colleen Soppelsa, a Lean and Six Sigma Transformation Leader with 20+ years of experience
Register for the webinar or the recording here: https://info.kainexus.com/continuous-improvement/the-importance-of-trust-in-continuous-improvement/webinar/signup
Charles Feltman defines trust as "choosing to risk making something you value vulnerable to another person's actions." This webinar will delve into how lack of trust from the employee experience degrades their relationships with management, coworkers, and their jobs, leading to an environment unprepared for Lean methodology. You will learn about approaches outside the traditional Lean framework to change the DNA from the middle.
Colleen Soppelsa is a Lean and Six Sigma Transformation Leader with 20+ yrs experience across the Automotive (Toyota), Aviation (GEA) and Aerospace & Defense (L3H) Industries. She has been committed to creating breakthrough thinking environments based on the "Respect for People" principle specifically in the area of Trust as a non-negotiable for a Lean Culture.
Person-Centred Improvement - What Does it Look Like, and How Does it Fit with...KaiNexus
August 15 from 1:00 pm - 2:00 pm ET
Presented by Seán Paul Teeling, Programme Director for the Professional Certificate and Graduate Certificate in Process Improvement in Health Systems at UCD Health Systems.
Lean is one of the most internationally popular process improvement methodologies around the world. Similarly, person-centred approaches have risen in popularity since the millennium with political and policy intentions now widely advocating that person-centredness should be at the heart of the health system. In this webinar, we discuss the first research internationally into the combined use of Lean and person-centred improvement approaches, lessons learnt, and how to be a person-centred improver in any industry or setting.
Learning objectives:
Understand what is meant by person-centred improvement
Identify the synergies between Lean and person-centred improvement
Understand where person-centred improvement diverges from Lean and how to address it
Be able to incorporate person-centred approaches into your Lean work
Seán Paul Teeling is the Programme Director for the Professional Certificate and Graduate Certificate in Process Improvement in Health Systems at UCD Health Systems. Prior to this, he worked as Lean Manager at the Mater Misericordiae University Hospital Dublin, working closely with the Hospital and the UCD School of Nursing, Midwifery and Health Systems on the development of the highly successful Process Improvement in healthcare programmes.
Seán Paul is an accredited facilitator of Person-centred Cultures in Healthcare. He completed his PhD with and is a member of, and honorary lecturer with, the Centre for Person-Centred Practice Research, Queen Margaret University, Edinburgh. He is also an affiliate of the Stanford Medicine Centre for Improvement, Stanford University, CA. His research is in the use of process and quality improvement methodologies in healthcare including the Model for Improvement, Lean, Six Sigma, Lean Six Sigma and Agile and in particular the influence and contribution of Process Improvement methodologies on Person-centred Cultures. In January 2011, he was appointed by the Minister for Health as a member of the Health Products Regulatory Authority Advisory Committee on Medical Devices, on which he served for two terms.
Psychological Safety as a Foundation for Continuous ImprovementKaiNexus
Presented by Mark Graban, KaiNexus Senior Advisor
https://info.kainexus.com/continuous-improvement/psychological-safety-as-a-foundation-for-continuous-improvement/webinar/signup
Mark’s presentation will explore the connections between Psychological Safety and Continuous Improvement, using examples from Toyota, KaiNexus, and other companies.
Mark will explore how we can assess the current state of Psychological Safety in teams or across a broader organization. He’ll also discuss what leaders can do to help create conditions where employees feel safe enough to speak up about mistakes, problems, and improvement ideas.
Sustaining Continuous Improvement with Habit Science.pdfKaiNexus
Presented by Morgan Wright (Customer Marketing Manager) and
Greg Jacobson, MD (co-founder and CEO), from KaiNexus.
Come join the final webinar in our three-part habit webinar series to learn how we sustain and maximize organizational habits in a continuous improvement culture. In this 1 hour webinar, we will review the highlights from the prior habits webinars, learn how you can design organizational habits, develop your Habit Loops by persona, and share stories of organizations who have seen incredible results from implementing habits.
How to Create a Continuous Improvement Culture by Closing the GAPSKaiNexus
Presented by Katie Anderson
What does a culture of continuous improvement really look like? How can leaders create an organization where people have the capability and confidence to solve problems?
Effective problem-solving is about closing the gaps between where we are today and where we need to be. While we often think about the process or operational gaps that we must close, we must also identify (and close) behavior gaps related to solving problems and supporting others in problem-solving.
In this session, you will:
Understand a leader’s role in creating a “Leading to Learn” culture of continuous improvement
Discover the four essential behaviors – G.A.P.S – that enable leaders and team members alike to cultivate more effective problem-solving capabilities
Identify one tangible practice to build your leadership superpower and close your process and behavior gaps
Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller.
How To Design Organizational Habits That Propagate a Culture of Continuous Im...KaiNexus
https://info.kainexus.com/continuous-imrprovement/how-to-design-organizational-habits-that-propagate-a-culture-of-continuous-improvement/webinar/signup
March 23 from 1:00 pm - 2:00 pm ET
Presented by Morgan Wright (Customer Marketing Manager) and
Greg Jacobson, MD (co-founder and CEO), from KaiNexus.
This webinar serves as the second part of the Habits Webinar Series. In this webinar, learn how to design organizational habits That Propagate a Culture of Continuous Improvement. Additionally, join us to hear some real-life examples of how you can take this back to implement at your organization.
Building a Culture of Empowerment: Reflections on Lessons LearnedKaiNexus
Presented by Dr. Lisa Yerian, Chief Improvement Officer at Cleveland Clinic
As with many lean journeys, we learn first, then lead. At the Cleveland Clinic, it was the same in developing a lean community of empowered healthcare workers. Dr. Lisa Yerian will share experiences and takeaways from Cleveland Clinic's ongoing lean journey.
Introducing the Connections Between Habit Science and Continuous ImprovementKaiNexus
Presented by Morgan Wright (Customer Marketing Manager) and
Greg Jacobson, MD (co-founder and CEO), from KaiNexus.
You can watch the recording here: https://info.kainexus.com/organizational-habits-science-continuous-improvement-webinar/webinar/signup
This webinar serves as an introduction to the science of habits and how to form them. Future webinars in this series will take a deeper look into how to design Habit Loops for the different types of people in your organization.
Key Learning Objectives:
- Building a culture of continuous improvement
- The Importance of Habits in continuous improvement (CI)
- The science behind forming Habits
- Introducing Habit Loops
- How Habit Loops can transform your organization
Connecting Continuous Improvement to the Bottom LineKaiNexus
Presented by Nick Katko
Lean is a long-term business strategy, primarily focusing on employees and learning. Through various continuous improvement practices, employees learn to master their work, solve the right problems and help an organization learn how to do things tomorrow it cannot do today.
The operational impact of continuous improvement is well known. Eliminating waste creates capacity, which can be used to serve customers better, improve productivity and improve employee satisfaction. But what about the financial impact? Oftentimes conventional financial analytical practices do not capture the true financial benefits of continuous improvement. This becomes a “problem to be solved.”
This webinar will explain how to make the true cause-effect relationships between continuous improvement and financial improvement visible throughout the organization. Integrating these relationships will improve the quality of business decision-making and leverage continuous improvement for financial success for the entire organization.
In this webinar, you will learn:
* the numbers to establish the true cause-effect relationships between continuous improvement and financial improvement.
* how to use the economics of lean to calculate the financial benefit of continuous improvement
* how continuous improvement achieves cost reduction over time
* why certain conventional financial analyses can show that continuous improvement is “not working” financially
About Nick Katko:
Nick is the President and owner of BMA. Since 2002, Nick has leveraged his Lean Accounting experience and philosophy in assisting BMA clients in developing, leading, and coaching them in their Lean Accounting transformations. Clients Nick has served a range of organizations worldwide, from family-owned businesses to multi-national companies in industries such as manufacturing, healthcare, software, engineering, and service.
Nick is an early pioneer of Lean Accounting. In the 1990s, as CFO of Bullard, Nick implemented a complete lean management accounting system in conjunction with Bullard’s Lean transformation, which included eliminating standard costing.
Nick is a regular speaker at the annual Lean Accounting Summit and has also presented at conferences in the United States, Europe, Asia, and Australia.
Nick has written extensively on lean accounting. He is the author of “The Lean CFO – 2nd edition” (2023), which is an updated version of the 2013 publication “The Lean CFO.” The Lean CFO has been translated and published in Turkish and Italian. Nick co-authored “Practicing Lean Accounting” (2021), which has also been published in Italian.
Managing Transformation Projects, Improvements, and Learning in a Virtual Env...KaiNexus
A few slides that help tee up a long Q&A session / panel discussion.
See the recording here: https://info.kainexus.com/continuous-improvement/managing-transformation-projects-improvements-and-learning-in-a-virtual-environment/webinar/signup
Presented by Cliona Archambeault and Penny Iannelli of UMass Memorial Health
Join us for a panel discussion with two leaders from UMass Memorial Health (UMMH) as we discuss how they’ve created a culture of continuous improvement at UMMH that has led to more than 100,000 employee ideas being implemented!
They both work for a healthcare organization – this is true – but please keep reading (and join us!) if you work in other sectors, including manufacturing. Why? Our two panelists both worked in industry (including Intel), and they (and other UMMH leaders) are influenced by former Toyota people. We know there will be stories and lessons learned that are transferrable to other healthcare organizations – or companies in any industry – because it comes down to the three things we always talk about at KaiNexus: methodology, leadership, and technology.
We are proud that UMMH is a KaiNexus customer and that they use our technology platform to facilitate and document their work – in addition to tabulating their great results.
Mindfulness and Lean - Webinar by Dave KippenKaiNexus
November 15 from 1:00 pm - 2:00 pm ET
Presented by Dave Kippen
Are you a Lean Leader who wants to learn more about Mindfulness? Do you practice Mindfulness and want to understand how to apply those principles directly to your Lean leadership? There is a strong connection between great Lean Leaders and the principles and tenets of Mindfulness.
This quick and focused session will make the connection between four key Mindfulness tenets and how they mirror and support how we practice improving hearts and minds through our Lean leadership. You will walk away with many simple ideas and concepts to practice, both on your Mindfulness journey and your Lean journey!
For the past 15+ years, Dave Kippen has served as a Lean leader, change agent, coach and educational instructor. Over the last 3 years, Dave has been on a Meditation and Mindfulness journey which has helped deepen his passion for improving the human condition on our beautiful planet. Dave’s passion is to aid in the development of leadership and growth throughout all levels of the organization. During this time, Dave has successfully coached more than 250 people through Lean 101, 102 and 103 classes, and facilitated well over 100 Kaizen events throughout the United States and Europe.
Dave’s ultimate goal is to help end workplace suffering by making the workplace a little more engaging, fun, and meaningful for employees at all levels. In addition, Dave is Bronze certified through the SME/AME/Shingo Prize/ASQ Partnership. For more information, please connect with him via his LinkedIn profile or at davekippen@yahoo.com.
The Importance of Storytelling in Continuous Improvement KaiNexus KaiNexus
Presented September 7 from 1:00 pm - 2:00 pm ET
Presented by Paul Critchley, President & Lean Consultant at New England Lean Consulting
View recording (after Sept 7) here: https://www.kainexus.com/continuous-improvement/the-importance-of-storytelling-in-continuous-improvement/webinar/thanks
Telling stories is one of the most powerful methods that leaders have to influence, teach, and inspire people. Beyond numbers, goals, and KPIs, stories help to convey the culture and the values that can unite and inspire everyone within the workplace.
In this webinar, we’ll learn more about how storytelling can help garner support for Lean and Continuous Improvement by making it more tangible and more relatable for those faced with practicing it.
Paul Critchley is the President and Lead Consultant here at New England Lean Consulting. With over 20 years of experience in organizational leadership, Paul is an internationally-recognized thought leader on using employee engagement and continuous improvement to improve business’ top and bottom lines. Paul is a former Board Member of the Northeast Region of the Association for Manufacturing Excellence, and a proud supporter of several civic organizations in and throughout New England. He is passionate about Lean and creating organizational cultures that are sustainably engaged. He co-authored his first book – The Whole Professional – to bring a fresh perspective on Work/Life Balance and how individuals and organizations can work together to achieve greater levels of attainment for all.
Paul holds a B.S. in Mechanical Engineering from Clarkson University, a M.S. in Management from Rensselaer Polytechnic Institute and a M.S. in Organizational Leadership from Quinnipiac University. He also is the holder of U.S. Patent 5,927,868
My Favorite Mistake, Your Favorite Mistake? Learning From Mistakes as Individ...KaiNexus
June 27 from 1:00 pm - 2:00 pm ET
Presented by Mark Graban
In this talk, you will learn and hear stories about:
· Why it’s important to admit mistakes to ourselves
· How to reflect on mistakes without being too hard on ourselves
· How to prevent repeating our mistakes
· Key leader behaviors that create a culture where it’s safe for people to admit mistakes
Our presenter, Mark Graban, is a Senior Advisor for KaiNexus… and he just had his 11th KaiNexiversary.
Mark is the author of the award-winning book Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement. Mark is also co-author, with Joe Swartz, of Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements and The Executive Guide to Healthcare Kaizen. His most recent book is Measures of Success: React Less, Lead Better, Improve More. He is also the creator and editor of the anthology book Practicing Lean.
Mark is the host of podcasts including “Lean Blog Interviews,” “Habitual Excellence, Presented by Value Capture,” and “My Favorite Mistake.”
Mark has a B.S. in Industrial Engineering from Northwestern University and an M.S. in Mechanical Engineering and an M.B.A. from the Massachusetts Institute of Technology’s Leaders for Global Operations Program.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)
1. Cascading Strategy Through
Hoshin Kanri
Mark Graban
VP of Improvement & Innovation Services
KaiNexus
@MarkGraban
Joanna Omi
Consulting Director
Moss Adams
@JoannaOmi
Craig Vercruysse
Partner
Moss Adams
@CraigVercruysse
2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question at
any time
• Recording link & slides will be sent via email
– Also – see the “Handouts” feature and Chat box
4. Learning Objectives
• Learn about the purpose and building blocks of hoshin kanri
• Understand how health care organizations arrive at and use hoshin
• Understand why hoshin is the quintessential PDCA/PDSA and how
experience with small tests of change and A3s create a foundation for
hoshin
• Learn about some common rocks in the hoshin road and what can be
done about them
7. What is hoshin kanri?
• Also called strategy deployment, policy deployment.
• A means of connecting the macro with the micro. (John Shook)
• A management process aligning—both vertically and horizontally—an
organization’s functions and activities with its strategic objectives. A
specific plan—typically annual—is developed with precise goals,
actions, timelines, responsibilities, and measures. (Lean Lexicon, LEI)
• An organizational learning method and competitive resource
development system. (Hoshin kanri for the lean enterprise, Tom
Jackson)
8. What is it NOT?
• Traditional strategic planning.
• A “thump report.”
• Top–down dictate.
• Limited to annual (or less
frequent) reviews.
• Owned solely by executives.
9. Hoshin kanri
Just in time Jidoka
leveled production (heijunka)
cost reduction through the elimination of muda
people
materials
equipment
standard
work
standard
WIP
andon &
availability
takt time
production
flow
production
system
pull system
production
5S
Hoshin is the roof of the Toyota management system
10. (Scan), plan, do, check, act
Scan: understand the environment.
Plan:
• Understand foundational mission, vision, and
values.
• Identify “True North” dimensions and targets.
• Identify “breakthrough” strategic themes or
goals.
• Identify one-year measures, responsible
managers, and sub-teams.
• Create visual management.
• Play catchball to finalize plans.
Do: implement the plan.
Check: monthly management meetings to ensure
success.
Act: develop and implement countermeasures when
fall-off occurs.
Plan
Do
Check
Act
Scan
(internal and
external)
Hoshin Kanri for the Lean Enterprise
As we explained above, the hoshin team takes responsibility for the first three experi-
ments of the hoshin system. Once in the Plan stage, the hoshin team will help form and hand
4 Teams
Hoshin Team
Tactical team
Operations team
plan
check
doact
plan
check
doact
plan
check
doact
plan
check
doact
plan
check
doact
plan
check
doact
plan
check
doact
7 Experiments
1. Long-term strategy
2. Midterm strategy
3. Annual hoshin
4. Tactics
5. Operations
6. Kaikaku
7. Kaizen
Action Team
Figure 1-1. The 4 Teams and the 7 Experiments
12. PLAN: Step-by-step
Establish
guiding True
North
Define
outcomes
Develop
initiatives to
achieve
outcomes
Define
incremental
measures and
targets
• Quality.
• Safety.
• People.
• Growth.
• Financial
stewardship.
• (The short list.)
• Define and
prioritize strategies
to achieve defined
outcomes.
• “What,” not
“how.”
• (Another short
list.)
• What of ”the
whole” can we
achieve this
period?
• Recognizes
required
reporting and
overall
reporting
burden.
• Answers “how
will my work be
affected?” and
“how does my
work
contribute?”
• Define and
quantify success
within the True
North
dimensions.
• Language is
widely
accessible.
• Outcome/
lagging
measures.
Plan
14. True North: the “what” of strategy deployment
Safety
Customer
experience
Quality
Growing
our people
Financial stewardship
Equity
True North: A balanced scorecard
of leading and lagging indicators
that plot the course of your
organization's movement from
one "strategic position” to
another.
15. Do, Check, Act
Establish
process &
cadence of
accountability
• Visually
managed.
• Tiered
accountability.
• Rolled up from
the actual work
to managers to
executives.
• Missed targets
provide an
opportunity for
coaching and
require counter-
measures.
Do – Check – Act
Scan… Plan…
21. A story – integrating the adoption of lean into the x-matrix
• DMS (Daily Management
System) is currently active in
76 areas in 12 different
facilities
• DMS will be launched at a
total of 77 areas by end of
June 2015.
Countermeasure:
ü As of April, a corporate-wide
review of plan against actual
revealed a significant slowing
of new launches. Sites are
using this unanticipated lull to
strengthen and stabilize
existing DMS work, as well as
ensure alignment of DMS to
value stream objectives.
However, it represents a
significant reduction in the
original plan, which would
have led to 118 of 244
planned areas launched by
the end of FY15.
Note:
• DMS has been launched in 33
HK focused values streams.
41
54 54 54
54
71 71 71
80
90
110
118
44
47
52 53
54 59
63 67
72
75 76
0
20
40
60
80
100
120
140
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Target
Daily management
system engagement
As of May 31, 2015
22. Increase the Event Sustainment Rate (% kaizens sustaining improvements for > 90 days)
As of May 31, 2015
• Consistent monitoring of sustainment rates and ongoing on-site
meetings with facility staff to review both process of calculating
sustainment rate as well as improving rate are being completed
each month.
• Metropolitan did not have events during the reporting period and
therefore could not report sustainment rate. Lincoln did not
report their sustainment rate in time for inclusion in this report.
Countermeasures:
ü Facilities are reviewing the scope and goals of new RIEs to ensure
that the events can be closed in a timely fashion and the goals are
achievable.
ü Facilities are working to complete pre-event preparation including
having all needed data available. The lack of adequate preparation
was identified as a major cause for not achieving goals in required
time frames.
ü Quality vs quantity of RIEs has been stressed by the Enterprise
Breakthrough Office.
ü Successful sustainment strategies developed at some facilities are
now being shared with all facilities.
ü Visual management (control boards) are being installed at facilities
(or electronically) to better track event sustainment.
Notes:
• Event sustainment rate is defined as: Over a rolling 12 month
period, the percent of Rapid Improvement Events (of all
completed RIEs) for which improvements have been sustained for
more than a 90 day period.
• Goal is 60% in FY15; 72% in FY 16 and 85% in FY 17.
• As RIEs are both the major sources of improvements and are very
resource intensive, this is the unit selected for measure.
South Manhattan Generation Plus Queens North
Central
Brooklyn
South
Brooklyn
North
Central
Brooklyn
53 53 53 54 55 55 56 56 57 58 59 60
48 48
46
45
54 53
46
51 51
53
56
30
40
50
60
70
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Target Actual
G
O
A
L
53
44
86 75 78
50 50
60 67
45
56
38
0
20
40
60
80
100
24. Acute stabilization KPI performance – 90 days post live
# Status Group Trend Pillar Metric Name
Reportin
g
Period
Baseline Threshold
Full
Performance
Previous
Value
Current
Value
Report Date
1 Physician
Clinical
Quality
Inpatient CPOE
Utilization Rate
24 Hours 78% 78% 80% 88% 90% 01/20/2014
2 Physician
Clinical
Quality
Inpatient Medication
Reconciliation Compliance
Weekly 35% 35% 50% 69% 89%1
1/14-20/2014
3 Clinical
Clinical
Quality
Pharmacy Bar Coding
Medication Administration
Compliance
Weekly
N/A
%
85% 93% 89% 89%2
1/6-12/2014
4 Clinical
Clinical
Quality
Medication Turn Around
Time
Order to Rx Verification
Weekly 9
Minutes
15 9 8.3 7.892
1/6-12/2014
5 Physician
Clinical
Quality
Problem List Weekly
N/A
%
40% 80% 53% 95%3
1/12-18/2014
6 Clinical
Clinical
Quality
Core Measures
Composite
Monthly 98% 90% 97% N/A 97% 11/30/2013
7 Financial Finance
Outstanding A/R Days For
Uncoded DNB Accounts
Month to
Date
5.11
Days
5.11 3.74 4.40 3.73 01/20/2014
8 Financial Finance Average Daily Revenue
Month to
Date
$10.033M $10.033M $10.39 $10.14M $10.13M 01/20/2014
9 Financial Finance Days In Candidate For Bill
Month to
Date
10.2
Days
10.2 8.4 14.9 13.2 01/20/2014
10 Financial
Service
Excellence
Patient Registration
Weekly Average Time
Weekly
ED
Non-ED
Minutes
10:52
7:27
9:50
5:48
8:55
5:40
8:46
5:28
1/12-18/2014
25. # Status Group Trend Pillar Metric Name
Reporting
Period Baseline Threshold
Full
Performance
Previous
Value
Current Value Report Date
11 Clinical
Service
Excellence
Press Ganey Patient Satisfaction
Scores
HCAPHS Drill Down Measures
Communication With Nurses
Communication with Doctors
Communication about Meds
Discharge Instructions
Overall Satisfaction/ Responses
Amb Surg
ED
OP
Monthly
72.5
78.9
59.8
83.1
71.61
75.84
58.23
81.41
72.5
78.9
59.8
83.1
68.1
76.6
54.5
82.7
181 responses
82.1
85.2
64.6
84.0
68 responses
Reported data
received
through 1/20
aggregated per
Discharge
Dates
11/1-30
Previous
12/1-31
Current
91.3
85.9
85.3
89.75
84.05
84.55
91.3
85.9
85.3
93.0 /24
84.0/182
88.1/ 440
88.4/ 22
82.8/125
88.7/ 233
12 Clinical
Targeted
Growth
Emergency Department
Average Length of Stay
Daily
187
Minutes
200 177 208 168 1/20/2014
13 Clinical
Targeted
Growth
Admission Time
from Emergency Department
to Inpatient Unit
Weekly
N/A
Minutes
Weekly
Average
TBD
137 148
Report in
Validation4
14 Clinical
Targeted
Growth
In-Patient
Average Length of Stay
Month
To Date
4.51 OCT 2013
4.83 YTD 2013
Days
5.12 4.59 5.27 5.11 01/20/2014
15 Clinical
Targeted
Growth
BTMG Interfaces
Operational per Charter
To Date N/A UP UP UP UP
As of
1/20/2014,
SLAs have been
met
Acute stabilization KPI performance – 90 days post live
27. Multiple vehicles for developing people
• Deploying hoshin kanri through catchball.
• Coaching managers, genuine and humble inquiry.
• Problem solving at multiple levels of the organization.
28. Developing an organization’s problem solving capabilities
• Cascading strategies respects the expertise of the people closest to
the work and ensures relevance.
• Coaching engages people in a two-way dialogue.
• Enabling problem solving develops critical thinking, acknowledges
value.
What?
How?
29. Coaching using humble inquiry behaviors
It’s not a checklist,
it’s a set of behaviors
Genuine curiosity
Interest in what the
other has to say
Listening vs. telling
Edgar Schein
Humble Inquiry:The gentle art
of asking instead of telling
(2013)
30. A story: connecting strategy to front line improvement in Perioperative Services
31. A story: connecting strategy to front line improvement in Perioperative Services
32. Organization level hoshin
Sterile Processing
Service line hoshin
Level 0
Reduce harm
events
A story: connecting strategy to front line improvement in Perioperative Services
Level 1
Eliminate post-
op infections
Level 2
Daily defects in
flash sterilizing
process
34. Common rocks… and lessons learned
• Weak organizational “strategy
muscle”
• Starting too high up the
organizational tree
• Underlying project management
discipline
• Imprecise measurements
• Failure to deploy
• Individualism
• Developing strategy takes time
• Start where there is pull
• Define, and expect adherence to,
deliverables and dates
• Clarity and specificity matter
• Enable and empower all levels of
the organization
• Hoshin requires a well-functioning
TEAM with measures only
achievable across silos
Rocks Lessons Learned
35. We’ve joined the Health Care Consulting Practice at
Moss Adams effective September 1, 2017.
This combination is built on a shared culture
that cares about our people and our clients—
and helping them succeed.
37. Our Next Webinars
• Register at www.KaiNexus.com/webinars
• November 29 – "Healthcare Collaboration"
– Dr. John Toussaint and Paul Pejsa, Catalysis
• December 7 –
"4 Components of an Employee-Led Lean Initiative"
– Simon Murray and Benny Ausmus, Big Change Agency