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Daily Visual Management Visibility Wall Training.ppt
- 1. Daily Visual Management VisibilityWall Training June 18, 2014 Kaizen Promotion Office
- 2. Session Agenda: Session Agenda 1.Presentation/training(35 minutes) 2.Video (10 minutes) 3.Group work creating your draft walls (45 - 50 minutes) 4.Group report-outs (15 – 20 minutes) 5.Q&A (5 minutes) 6.Wrap-up and evaluation forms
- 3. Strategic Hierarchy Government ofSaskatchewan Ministry of Health Regina Qu’Appelle Health Region Provincial Health System
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- 6. RQHR Strategic Planningand Reporting Cycle
- 7. Daily Visual Management Strategy Deployment/Hoshin Kanri Daily Visual Management (DVM) Cross-Functional Management (CFM) The system used by the organization to perform its daily activities by: • establishing standard operations • identifying and eliminating waste • using data to ensure processes, products and services are continuously improved
- 8. Daily Visual Management- Linkto Strategy
- 9. Daily Visual Management Consistsof: 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
- 10. Respect for People Staffare 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
- 11. Alignment Better Care Zero Waitsin Emergency VP / ED / Dir. Front Line Managers why why why why why why Pasqua ED RGH ED 1-5 Year Outcome Targets VP/ ED/ Director Wall Unit / Department Wall Corporate Wall
- 12. You Don’t Needto know Lean to get started on Daily Visual Management! • It is critical to understand the current situation first, before applying Lean techniques and tools to make improvements • 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
- 13. Elements of theDaily Visual Management System • 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 – Only measure something you can action
- 14. What Should IDo? 1. Go and see – learn from the workplace 2. Make the workplace visual 3. Spend significant time developing people 4. Teach staff to see, create solutions and improve 5. Provide standard work that staff can use as a basis for improvement, and develop your own standard work 6. Never stop improving 7. Be accountable and hold others accountable
- 15. Setting Up aDaily Visual Management Visibility Wall: Step-By-Step
- 16. Purpose statement: Who arewe from the patient perspective? Core Processes Team communication Improvement Quality Example: improve wait time by 50% by September 2013 Cost Example: Reduce OR supplies by 20% by Delivery Example: Reduce the wait list by 20% by February Safety Example: Reduce surgical site infections to Morale Example: Improve attendance by 10% by July Team Calendar Upcoming This Week Improvement ideas •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ Standard Work •~~~~~~~~ •~~~~~~~~ 5S •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ Name Date Name Date Name Date Name Date Name Date Corporate Memo’s Training Staff Bouquets Admit Treat Discharge
- 17. Steps to Creatinga Daily Visual Management Visibility Wall 1. Articulate the Purpose Statement of the service area • i.e. Our purpose is to support teams through Lean methodology to create a world-class Saskatchewan Healthcare System, which provides high quality, safe and timely care. • Don’t forget the patient perspective in your Purpose Statement 2. Identify the primary process in your service area and draw a value stream or process map 3. 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? • Training schedule? • Staff bouquets? • Corporate communication's/memo’s?
- 18. Steps to Creatinga Daily Visual Management Visibility Wall 4. 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. 5. What are one or two measures that best describe how you are meeting the core purpose? • Classify your measures under: Quality, Cost, Delivery, Safety, Morale (QCDSM) • Only measure what you can directly improve • Coming soon: there will be some corporate standard measures
- 19. Measuring World-Class Quality World-ClassQuality Quality Cost Delivery Safety Morale Full Customer* Satisfaction Everyone Cares For Provider For Patient Right Amount Right Time Right Place Cost Effective Reliability Responsiveness Consistent Empathy Equitable Assurance of Quality * Patient
- 20. Purpose statement: Who arewe from the patient perspective? Core Processes Team communication Improvement Quality Example: improve wait time by 50% by September 2013 Cost Example: Reduce OR supplies by 20% by Delivery Example: Reduce the wait list by 20% by February Safety Example: Reduce surgical site infections to Morale Example: Improve attendance by 10% by July Team Calendar Upcoming This Week Improvement ideas •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ Standard Work •~~~~~~~~ •~~~~~~~~ 5S •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ •~~~~~~~~ Name Date Name Date Name Date Name Date Name Date Corporate Memo’s Training Staff Bouquets Admit Treat Discharge
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- 22. Photos: WRC Children’sProgram
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- 26. 15 Minute DailyHuddle • Select a consistent time of day for wall walks • Start on time • Designate a time keeper so that you can end on time • All staff stand up in front of the visibility wall • Manager leads or designated leader – Consider having other staff be reasonable for some pieces of the data and have them report-out out on the data
- 27. 15 Minute DailyHuddle: Agenda • 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)
- 28. Keep In Mind… •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
- 29. More Information If youhave any questions or want more information, contact: -Sandra Lynn at sandra.lynn@rqhealth.ca or 306-766-6421 More information can also be found on the Intranet at: http://rhdintranet/qi/public/VisibilityWallsKit/VisibilityWallsKit.htm (Departments > Kaizen Promotion Office > Visibility Wall Kits) Or at www.RQHRLean.com