This document provides guidance on implementing a daily management system using a visibility wall. It recommends establishing a purpose statement and mapping core processes. Key metrics in quality, cost, delivery, safety and morale should be displayed and regularly updated. Daily huddles should be used to review the wall, communicate events, and update progress on improvement projects and metrics. The goal is to promote transparency, accountability and continuous improvement through visual displays and team discussions.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
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.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
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.
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.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
More Information:
https://flevy.com/browse/business-document/pdca-problem-solving-technique-and-tools-151
BENEFITS OF DOCUMENT
Learn how to apply the PDCA approach to solve problems and save money.
Learn how to apply the basic quality tools to identify and analyse problems.
Learn how to develop problem solving teams to sustain a continuous improvement culture.
DOCUMENT DESCRIPTION
In this training presentation, you will be able to teach employees on the structured Plan-Do-Check-Act (PDCA) approach to problem solving. Many world class companies such as Toyota uses the PDCA problem solving process for the relentless pursuit of continuous improvement. When combined with the basic quality tools, this approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future. This methodology can be applied to both manufacturing and service organizations.
LEARNING OBJECTIVES:
1. Understand the principles and key concepts of problem solving
2. Learn how to apply the PDCA technique and basic quality tools to problem solving
3. Learn how to identify root causes and develop countermeasures
4. Learn how to prepare a problem solving storyboard
5. Understand the roles of problem solving team
6. Define the critical success factors for effective problem solving
CONTENTS:
1. Introduction to Problem Solving
2. Concept of Problem Solving Teams
3. Overview of Process Management
4. PDCA Problem Solving - The Step-by-step Approach
5. Basic Problem Solving Tools
6. Project Reporting Using A3 Storyboard
7. 10 Common Mistakes
8. Critical Success Factors
This training presentation can be used together with the 'PDCA Problem Solving Template' (sold separately).
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
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
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Value Stream Mapping: Talk with Omaha Lean User GroupTKMG, Inc.
These are the slides for the talk I gave on Tuesday, May 6, 2014 to the Omaha Lean User Group on my new book, Value Stream Mapping (http://www.bitly.com/VSMbk).
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
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.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
More Information:
https://flevy.com/browse/business-document/pdca-problem-solving-technique-and-tools-151
BENEFITS OF DOCUMENT
Learn how to apply the PDCA approach to solve problems and save money.
Learn how to apply the basic quality tools to identify and analyse problems.
Learn how to develop problem solving teams to sustain a continuous improvement culture.
DOCUMENT DESCRIPTION
In this training presentation, you will be able to teach employees on the structured Plan-Do-Check-Act (PDCA) approach to problem solving. Many world class companies such as Toyota uses the PDCA problem solving process for the relentless pursuit of continuous improvement. When combined with the basic quality tools, this approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future. This methodology can be applied to both manufacturing and service organizations.
LEARNING OBJECTIVES:
1. Understand the principles and key concepts of problem solving
2. Learn how to apply the PDCA technique and basic quality tools to problem solving
3. Learn how to identify root causes and develop countermeasures
4. Learn how to prepare a problem solving storyboard
5. Understand the roles of problem solving team
6. Define the critical success factors for effective problem solving
CONTENTS:
1. Introduction to Problem Solving
2. Concept of Problem Solving Teams
3. Overview of Process Management
4. PDCA Problem Solving - The Step-by-step Approach
5. Basic Problem Solving Tools
6. Project Reporting Using A3 Storyboard
7. 10 Common Mistakes
8. Critical Success Factors
This training presentation can be used together with the 'PDCA Problem Solving Template' (sold separately).
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
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
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Value Stream Mapping: Talk with Omaha Lean User GroupTKMG, Inc.
These are the slides for the talk I gave on Tuesday, May 6, 2014 to the Omaha Lean User Group on my new book, Value Stream Mapping (http://www.bitly.com/VSMbk).
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Visual Management is a lean communication tool to help keep focus on priority initiatives in the workplace as well as keeping your thumb on the pulse of daily operations. I will take you through the evolution of one areas visibility management system and how this has now spread through all divisions of our Pathology and Laboratory Medicine Department to become standard work. You will take away ideas and inspiration to incorporate this communication system in your workplace. Success comes from ensuring the loop of communication goes full circle from leadership to front line and back to leadership for full understanding.
Daily Lean Management with KaiNexus: From Huddle Boards to Web-Based Technolo...KaiNexus
This presentation is based on a KaiNexus webinar about how continuous improvement software improves daily lean management. You can watch the full webinar here:
http://info.kainexus.com/improvement-disciplines/lean/daily-lean-management-with-kainexus/webinars
In this webinar, you'll learn about the importance of strategy deployment, gemba walks, and rounding in a culture of continuous improvement. See how KaiNexus takes organization beyond the huddle board and other offline tools.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
La Fuente de Herón es un sistema hidráulico que por medio de la presión hidrostática produce una salida de agua a presión. Su
aplicación como su nombre indica es la de una fuente, aunque se diseñó para trasladar agua a lugares altos
How Leadership Commitment and a Systematic Approach Spread ImprovementKaiNexus
Hosted by KaiNexus, presented by Karen Kiel-Rosser and Ron Smith of Mary Greeley Medical Center.
Does your organization struggle with engaging everybody in daily continuous improvement? Is it difficult to figure out how to combine formal improvement events, projects, and "WorkOuts" while engaging all employees to bring forward their ideas? Are you unsure how to spread improvement methodologies across departments?
In this webinar, you will learn:
How MGMC has combined Lean tools and methodologies with a "managing for daily improvement" approach
How leadership and technology enable and support successful improvement methodologies
MGMC's vision for leaders getting everybody engaged in improvement
How MGMC has systematically (and successfully) spread continuous improvement methodologies across the hospital over the past 12 months
Why it's important to engage leaders and to educate them about improvement and the role they need to play
Mary Greeley Medical Center (MGMC), a 220 bed acute care facility in Ames, Iowa, has received "Gold" level recognition in the Iowa Recognition for Performance Excellence (IRPE) program, the top honor in the IRPE program (the state level Malcolm Baldrige award).
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
Webinar: Engaging Leaders and the Baldrige Framework to Advance Excellence at...KaiNexus
Presented by
Karen Kiel Rosser, MHA, CLSSGB
Vice President of Quality
Mary Greeley Medical Center
Ron Smith, MPA, CLSSGB
Process Improvement Coordinator
Mary Greeley Medical Center
Hosted by Mark Graban and KaiNexus
In this webinar, you will learn:
How MGMC combines various methodologies to improve
A high-level view of MGMC’s improvement journey
Ways in which MGMC engages leaders in Lean
Tips for increasing the sustainability of improvement work
Lessons learned through a Lean transformation
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Using Data Visibility to Drive Business PerformanceMicrosolve
A short presentation on the ’10 things you need to get right’ to use data visibility solutions to drive business performance. The author has many years of experience featuring success and failure in this space.
5. 03/12/15
Daily Management Consists of:
1. A Visual Workplace where abnormalities are seen
2. An environment where staff test their own ideas
3. Transparency of objectives and metrics
4. Managing by measures that change regularly
5. Connects accountability throughout the organization
What you cannot see, you cannot manage!
Visual Management
6. 03/12/15 6
Respect for People
Staff are the problem-solvers:
Staff are a valued source for improvement ideas.
Staff help test and determine whether a new process works.
When errors occur, the process is wrong, not the person.
No blame, no shame!
Quality must be built into every step.
Anyone can, and is expected to, stop the process to prevent a defect from
continuing downstream.
“Before cars, make people.”
—Eiji Toyoda, former chairman of Toyota
7. Visibility Levels
Hoshin 1 Hoshin 2 Hoshin 3
HOSHIN
KANRI
Q
C
D
S
M
Focus on a few strategic priorities;
align efforts to achieve breakthrough
improvement
Strategic Visual Management
(Quarterly; Provincial Leaders )
Wall Walks
(Weekly - CEO
& SLT)
Daily Visual Management
(Daily or Weekly; Manager and point of care staff)
8. Alignment
03/12/15
8
BETTER CARE
0 Nosocomial
Infections
CEO Service Line Leader
Front Line Mgrs
why why
whywhy
whyWhy
Priority
Reduce infections
Chart updated as of ______
(recent!)
Action to be taken to
return to
LTC Site 1 LTC Site 2
LTC Site 3
LTC Site 4
Strategic Visibility
(Hoshins)
3-5 Year Outcome Targets
Wall Walk - QCDSM
Daily Visual
Management
Target Progress
VRE, MRSA, c.diff, ESBL
Hand Hygiene
compliance
9. 03/12/15
You do not need to know Lean to get
started on Visual Daily Management
•It is critical to understand the current situation first before
using Lean
•Use 5 whys to get to the root causes and make improvements
•Use Plan, Do, Study, Act (PDSA) to do improvements
•As you learn Lean, you will make faster progress to achieving
your targets
10. • Understand your business and daily improvement activities
• Create daily actions when issue/challenges occur.
• Data is classified into common categories on your unit’s
visibility wall – Quality, Cost, Delivery, Safety, Morale
(QCDSM)
• Data and information is key:
- Choice of data
- Visual display and charts used
- Method and frequency of collection determined
- Method and frequency of reporting determined
Elements of the Daily Management System
11. • Primary processes drawn; sub-processes if needed.
Key support processes identified and drawn.
• Measures charted showing data and targets
• Team Schedule or huddle times
• Team communication – what is important to the team
• Improvement ideas – what are we testing - PDSA
• Who has responsibility for updating the measures?
• Who owns each measure – point of care person
Standardized Daily Management (DM)
Visibility Wall
12. Steps to creating a DM Visibility Wall
1. Articulate the Purpose Statement of the service area
• E.g. Placement in LTC: place the patient in a LTC facility in a
timely manner that meets the patient’s needs.
2. Identify the primary process in your service area and draw a
value stream or process map
3. What are one or two measures that best describe how you are
meeting the core purpose?
• E.g. Wait time for placement
• Classify your measures under: Quality, Cost, Delivery, Safety,
Morale (QCDSM)
13. Steps to creating a DM Visibility Wall
4. Are there any other measures important to this key process?
• E.g. Is resident wakeup checklist being followed by staff?
• You don’t need measures for every primary process.
5. Create your Team Communications
• What’s important for your team to know on a weekly basis?
• When will you have your weekly huddles, weekly wall walks?
• What other information are you going to post on your wall?
6. Improvement Ideas
• Generate improvement ideas that will directly help improve what you
are measuring.
• You can use Lean tools like Standard Work and 5S to help.
14. Purpose statement:
We are in business to…..
Core Processes
Team communication Improvement
Quality
Example: improve
wait time by 50%
by September
2013
Cost
Example: Reduce
OR supplies by
20% by
December 2013
Delivery
Example: Reduce
the wait list by
20% by February
2014
Safety
Example:
Reduce surgical
site infections
to 0 % by 2014
Morale
Example:
Improve
attendance by
10% by July 2013
Team CalendarUpcoming This
Week
Improvement
ideas
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Standard Work
•~~~~~~~~
•~~~~~~~~
5S
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Name Date Name Date Name Date Name Date Name Date
15. Purpose
Who are we from the
patient’s perspective?
Ask yourself – what makes
you come to work, what is
the department about/our
function, key reason for your
department/unit?
Communications/Events
Post what’s going on in the
Unit/department.
Ensure the information is
Current and timely.
Landing spot for staff to post
Information.
Improvement Ideas / Projects
Area to post project forms –
Rapid Process Improvement
Workshop (RPIW), Value
Stream Maps (VSM), Sort,
Simplify, Sweep, Standardize
and Self-discipline (5S
projects).
Idea sheets
Quality
Measurement
Example:
improve wait
time by 50% by
September
2013
Cost
Measurement
Example: Reduce
OR supplies by
20% by December
2013
Delivery
Measurement
Example: Reduce
the wait list by
20% by February
2014
Safety
Measurement
Example:
Reduce surgical
site infections
to 0 % by
January 2014
Morale
Measurement
Example:
Improve
attendance by
10% by July 2013
18. 03/12/15
Production Boards
• Manage by knowing how your
business is progressing
@ 1996 – 2011 John Black and Associates,
Permission not granted to copy
21. 15 minute daily huddles
• Select time of day
• Start on time and designate a time keeper
• All staff stand up in front of the visibility wall
• Manager leads or designated leader
22. 15 minute daily huddles
• Ask 4 questions:
– have any patients/residents fallen,
– were any employees injured,
– is there anyone off sick today,
– is there anyone here on overtime today (1 minute)
• Review communications/events (2 minutes)
• Update on projects (2 minutes)
• Review improvement ideas (2 minutes)
• Report out on your QCDSM measures- are they green or red
(meeting or not meeting your targets) ( 1 minute each)
• Update and review actions (3 minutes)
23. Keep in Mind…..
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• The Visibility Wall is not in itself the goal – the discussions,
actions and accountability are what is important
• PDSA (Plan, Do, Study, Act) – keep pressure on your team
to get out and try implementing improvement ideas.
• The more people informed and trained in changes made,
the better chance that changes will be sustained
• If the team is stuck, go back to the purpose statement and
process steps for direction
Editor's Notes
Use for section Why DM? at 8.45
Use as backup to show examples
Have 2-3 examples of different vis walls on flip chart paper on the walls of the room so people can see vis wals