This presentation is the slides from a KaiNexus webinar about continuous improvement models, and KaiNexus' continuous improvement software. You can watch the full recording of the webinar here: http://info.kainexus.com/continuous-improvement-software/kainexus/webinars/informational In this webinar, you'll learn about basic continuous improvement principles, the characteristics of a thriving culture of continuous improvement, and see a brief demo of KaiNexus' software. Schedule a demo here to see how KaiNexus can spread continuous improvement in your organization: http://www.kainexus.com/continuous-improvement-software/kainexus/kainexus-demo

1. Dr. Gregory Jacobson
CEO and Co-Founder
greg@kainexus.com
Mark Graban
VP of Innovation and Improvement Services
mark@kainexus.com
COPYRIGHT 2014 , KAINEXUS LLC
Continuous Improvement
Models and Software

2. “Start from Why”
• What problem(s) are we solving?
• Industries are increasingly competitive
• Organizations focus on a balanced scorecard
– Safety, Quality, Delivery, Cost, Morale
– The goal is long-term business success through
innovation and improvement

3. Common Challenges
• We all say innovation & improvement
are important
• Are we “walking the walk?”
• Improvement is hard work
• Are we doing all we can to foster
innovation and improvement?

4. Characteristics of a Culture of
Continuous Improvement
1. Systematic quality methodology
– Such as Lean, Six Sigma, CAPA, WorkOut, PDSA, etc.
– Consistently applied
2. Effective leadership
– “Adding energy to the system”
– Supportive, coaching, driving toward meaningful goals
– Connection to mission & purpose
3. Enabling technology
– Connect people to make improvement easier
– Collaborating, sharing, tabulating improvements

5. Journal Published Results

6. Proven Principles
• For innovation and improvement to
happen:
–It’s not just about tools and techniques
–Organizations must define principles and
mindsets that will be practiced
consistently

7. Improvement Principles
Continually
improve, with
no idea being
too small
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.

8. Improvement Principles
All ideas are
addressed and
responded to in
some way
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.

9. Improvement Principles
A major source of
quality defects is
problems in the
process
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.

10. Improvement Principles
Focus on low-cost,
low-risk
improvements, not
just large-scale
innovations
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.

11. Improvement Principles
Empower the
worker to
enact change
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.

15. What KaiNexus Manages
OI

16. What KaiNexus Manages
OI OI
Task Task

17. What KaiNexus Manages
Project
Event
OI OI OI OI OI OI
Task Task Task Task Task
Project/Event/Class
Event
Project/Event/Class
Strategic Initiatives

18. Enter OI
Leader(s) notified
OI assigned
Evaluate & Implement
tasks, files, teams, data
Resolve &
quantify impact
Broadcast
Recognition, history
& metrics
Opportunity for Improvement
Lifecycle

19. Technology Demo

20. Total Impact
2,977 Completed Improvements
(Actual customer results as of March 2014)
$17,014,102 | $6,000 per person
– $3,042,419 in Recurring Cost
Savings Per Year
– $4,208,832 in One-Time Cost
Savings
– $5,104,267 in Recurring Revenue
Generation Per Year
– $1,221,345 One-Time Revenue
Generation
 115,812 Hours Saved Per Year (Est.
$3,437,239 Soft Savings
 1,294 Quality Improvements
 358 Safety Improvements
(Patient/Customer/Staff)
 1297 Satisfaction Improvements
(Patient/Customer/Staff)
(Actual customer results as of March 2014)

21. KaiNexus Services
KaiNexus Coaching
• Ongoing remote expert
coaching on OI activity
– Via KaiNexus
– Email or phone
– Web conference
KaiNexus Consulting
• Intensive on-site
education, training, and
coaching
– Working with leaders
– Coaching in the workplace
– Behaviors and culture
• Offerings include:
– Daily Kaizen Consulting
– KaiNexus WorkOut

22. “100-Day WorkOut”
• Origins in General Electric
• Used successfully by many types of
organizations
• Focused 100-Day effort
– Kickoff meeting
– 30 and 60-day check-in meetings
– Final celebration after 100 days

23. Vanderbilt WorkOut

24. KaiNexus & WorkOut
“KaiNexus helped us because of the database
that it has and the tracking that it allows us to
do. We can track financial benefits. It allows us
to quantify things such as quality initiatives.
KaiNexus is such a powerful platform. You can
use it in so many different ways.”
Suz Kaprich

25. The Right Time for KaiNexus?

26. Questions
• Web:
– www.KaiNexus.com
• Email:
– greg@KaiNexus.com
– mark@KaiNexus.com
• Book – free first chapter:
– www.hckaizen.com/kaizenpreview