Kaizen event
•Download as PPTX, PDF•
4 likes•823 views
The leaders of the birth center, NICU, and respiratory care teams held a meeting to discuss ways to improve the newborn resuscitation process. They decided to use a Kaizen event, which examines workflows to identify and eliminate waste. During the Kaizen event, they mapped the current resuscitation process and identified opportunities to streamline it. This included analyzing equipment placement, staff roles and positioning to reduce lag times. They tested changes for two weeks before finalizing role assignments and room setups. The outcome was a smoother resuscitation process where staff knew their positions and responsibilities. Equipment and resources were ready so the team could focus on the baby as the customer. The changes eliminated wasted time
Report
Share
Report
Share
Recommended
Leadership institute lean kaizen briefing 8 16 13 handout
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
Kaizen Event Guide
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
Overview of 3 day Lean & Kaizen Course Content
This document outlines the content of a 3-day Lean & Kaizen course. Day 1 covers topics like Lean Manufacturing principles, characteristics of Lean production including cellular layouts and Kanban systems. Day 2 focuses on standard work including takt time and pull production. Day 3 covers tools for standard work, Total Productive Maintenance (TPM), and Kaizen workshops which use small group projects to drive continuous improvement. The workshop method involves planning, implementing improvements on the production floor for a week, and follow up meetings to sustain results.
Conducting Kaizen Events
Kaizen is a Japanese philosophy that focuses on continuous incremental improvement of processes in business or industry. A Kaizen blitz involves using cross-functional teams over a short period, like 3-5 days, to rapidly improve a specific work area. The Kaizen approach uses pre-event preparation, a focused Kaizen event, and follow-up actions to implement improvements identified during the event. Tools like process mapping and data analysis are used to identify issues and prioritize solutions, which are then implemented during the event to create standardized work processes and measure benefits.
Kaizen basics
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
KAIZEN
The document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as an ongoing improvement process involving everyone in an organization. The presentation covers the origins and key benefits of Kaizen, as well as its three pillars: culture, standardization, and visual management. Kaizen aims to eliminate waste from processes through techniques like 5S and identifying the eight deadly wastes. Toyota is highlighted as an example of a company that successfully uses Kaizen principles in its production system. Potential disadvantages of Kaizen like resistance to change are also addressed.
Kaizen Workshop
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
Kaizen events - jump start your continuous improvement culture
Kaizen means continuous daily improvement, small changes that make things better. Kaizen events are a way to accelerate your company's continuous improvement culture. In this presentation, learn how to leverage the power of your employees and partners to make a culture of improvement at your company.
Recommended
Leadership institute lean kaizen briefing 8 16 13 handout
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
Kaizen Event Guide
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
Overview of 3 day Lean & Kaizen Course Content
This document outlines the content of a 3-day Lean & Kaizen course. Day 1 covers topics like Lean Manufacturing principles, characteristics of Lean production including cellular layouts and Kanban systems. Day 2 focuses on standard work including takt time and pull production. Day 3 covers tools for standard work, Total Productive Maintenance (TPM), and Kaizen workshops which use small group projects to drive continuous improvement. The workshop method involves planning, implementing improvements on the production floor for a week, and follow up meetings to sustain results.
Conducting Kaizen Events
Kaizen is a Japanese philosophy that focuses on continuous incremental improvement of processes in business or industry. A Kaizen blitz involves using cross-functional teams over a short period, like 3-5 days, to rapidly improve a specific work area. The Kaizen approach uses pre-event preparation, a focused Kaizen event, and follow-up actions to implement improvements identified during the event. Tools like process mapping and data analysis are used to identify issues and prioritize solutions, which are then implemented during the event to create standardized work processes and measure benefits.
Kaizen basics
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
KAIZEN
The document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as an ongoing improvement process involving everyone in an organization. The presentation covers the origins and key benefits of Kaizen, as well as its three pillars: culture, standardization, and visual management. Kaizen aims to eliminate waste from processes through techniques like 5S and identifying the eight deadly wastes. Toyota is highlighted as an example of a company that successfully uses Kaizen principles in its production system. Potential disadvantages of Kaizen like resistance to change are also addressed.
Kaizen Workshop
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
Kaizen events - jump start your continuous improvement culture
Kaizen means continuous daily improvement, small changes that make things better. Kaizen events are a way to accelerate your company's continuous improvement culture. In this presentation, learn how to leverage the power of your employees and partners to make a culture of improvement at your company.
Kaizen for the Retail and POS Industry
This document discusses Kaizen, which means "change for the better" in Japanese. It describes the four parts of Kaizen as Need, Genba (actual place), Application, and Team. It outlines the 8 steps of the PDCA (Plan-Do-Check-Act) process for continuous improvement. These include clarifying the problem, breaking it down, analyzing the root cause, developing countermeasures, seeing countermeasures through, and standardizing successful processes. Examples are provided for how Kaizen can be applied to different areas like sales, cash flow, and HR. Reasons for Kaizen failure and key Kaizen principles are also discussed.
Assignment kaizen
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes made on a regular basis. The key aspects of Kaizen are that it focuses on continuous, gradual improvement suggested by employees, rather than large, sudden changes imposed by management. There are typically four stages to a Kaizen event: analyzing current processes, identifying improvement opportunities, implementing process changes, and evaluating results. Successful implementation of Kaizen requires standardizing current processes, measuring key metrics, identifying areas for improvement, developing and testing changes, and standardizing new processes. Common goals for Kaizen events include reducing changeover times, improving workplace organization, developing one-piece flow, establishing pull systems, and enhancing equipment reliability.
Lean Management - Kaizen Implementation
This document discusses the concept of Kaizen, a Lean management technique focused on continuous improvement. It defines Kaizen as modifying or changing for better, and emphasizes considering the entire process and avoiding blame when implementing changes. The document outlines the principles, elements, benefits and potential pitfalls of Kaizen, such as reducing waste and improving quality, space utilization, and employee morale. It concludes that applying Kaizen principles can help organizations continuously improve processes and operations to save time, reduce waste, and increase profits.
Short kaizen orientation
This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCD
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCDLia s. Associates | Branding & Design
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in business. The goals of Kaizen are to improve quality, reduce costs, and improve delivery timelines (QCD), which aligns with Western business goals. Kaizen utilizes suggestion systems to involve employees in identifying and solving problems at various organizational levels. Suggestions are evaluated based on criteria like the number of meetings held, participation rates, and the use of improvement tools. While Western and Japanese idea management systems originally differed, Kaizen concepts have been successfully adopted by some American companies by blending Kaizen with techniques like just-in-time production and total quality management.Introduction to Kaizen & Lean Management
Collaborated with my best friend on creating a very high-level introduction to Kaizen & Lean Management for her father's company in Bangladesh
Kaizen
Kaizen refers to continuous improvement strategies that originated in post-World War II Japan. It involves standardizing operations, measuring performance, comparing to requirements, innovating to meet requirements, and standardizing new methods. The kaizen cycle then repeats. It specifies 10 ground rules for effective incremental change, such as using data over theories, correcting failures immediately, and involving workers.
Kaizen events -what are they? Driving Performance Improvement
Kaizen Events are a easy way to get started improving your business. With a focus on Action and implementation teams that are dedicated to solving a problem. Freeing up people from usual day to day responsibilities generates focus, dedication and enthusiasm that can be built upon every month to continually generate results. We have been involved in kaizen events that have generated benefits up to $20 Million for a weeks work! Usually 4 weeks is allowed to prepare for a Kaizen Event and 4 Weeks after the event to finalise any outstanding actions.
Value Stream Analysis
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
kaizen_sample
The document provides an overview of Kaizen and the Kaizen Blitz continuous improvement process. It discusses selecting projects, setting goals, team roles, infrastructure support, potential roadblocks and the typical Kaizen steps of observing the current process, developing a future state process, implementing the new process and reporting results. Typical results of a Kaizen Blitz include 40-60% reduced lead times, 10-15% increased productivity, and improved communication and customer satisfaction.
Kaizen | Continuous Improvement for Organization
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
5 Steps Kaizen
The document outlines the five steps to continuous improvement (Kaizen): 1) Observation, 2) Standardization, 3) Flow & Process Kaizen, 4) Equipment Kaizen, and 5) Layout Kaizen. The goal is to identify and eliminate waste, reduce variation, and improve the flow of materials and information through small, incremental changes. Key aspects include establishing standards, managing interruptions, improving processes, equipment, and layout to better support operators.
Kaizen – road map to world class processes
This document outlines the principles and methods of Kaizen, or continual improvement. It discusses that Kaizen starts with recognizing that any process can be improved. It presents a hierarchy for Kaizen approaches including total quality management, total productive maintenance, just-in-time production, and small group activities. The document emphasizes that true improvement requires continual, not just one-time, changes and stresses the importance of managers and employees regularly visiting the actual work areas to identify issues and solve problems. The ultimate goal of Kaizen methods is to achieve world-class efficiency and flexibility through ongoing incremental improvements.
Lean tool- Kaizen
This document provides an overview of Lean Manufacturing and Kaizen. It defines Kaizen as a Japanese term meaning "continuous improvement" and a philosophy that advocates continuously improving products, processes and activities to meet changing customer requirements through the elimination of waste. The document then discusses key aspects of the Kaizen methodology including the 3Ms/4Ms, PDCA cycle, types of waste, and two levels of Kaizen - system/flow and process. It also covers Kaizen principles, steps, mini-Kaizen, Kaizen blitz/events, and provides three case studies on implementing Kaizen approaches.
Six sigma vs kaizen
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
Mr. yasser mostafa kaizen the key to japan’s competitive success
Kaizen is a Japanese philosophy that focuses on continuous improvement. It originated in Japan in the 1950s and was first applied at Toyota to improve efficiency and competitiveness. The key aspects of Kaizen are that it involves continuous, incremental improvement involving all employees. True Kaizen events are short, focused "blitzes" to drive specific improvements through a team effort, rather than gradual changes over time. Implementing Kaizen requires changing a company's culture to prioritize continuous improvement with the responsibility falling on all workers, not just management.
Kaizen
Masaaki Imai developed the concept of Kaizen, which means "continuous improvement" in Japanese. The three main principles of Kaizen are teamwork, personal discipline, and improved morale. Kaizen focuses on eliminating waste through small, incremental changes and can be applied to both manufacturing and non-manufacturing environments. It uses a team-based approach and PDCA (Plan-Do-Check-Act) cycle to generate quick, measurable results and establish baselines for continuous improvement.
Office_Kaizen_sample
Kaizen is a Japanese philosophy of continuous improvement involving everyone. It focuses on gradual, orderly changes for the better through ongoing improvement. A Kaizen Blitz is a tool for radical improvement over a short period, typically five days, using focused effort on a defined process to dramatically improve productivity, quality and other factors. Common roadblocks to implementing Kaizen include being too busy, seeing it as not a priority or in the budget, thinking results are obvious without trying, and fear of accountability.
Kaizen
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Kaizen Event
A kaizen event is being held at the Toronto Factory to improve safety in work cell #3. The 5-day event will involve cross-functional teams identifying and implementing safety improvements through activities like hazard identification, 5S training, brainstorming, and developing solutions. The goals are to implement 15 safety improvements, raise the 5S score, implement 6 ergonomic improvements, and improve the GMP audit score. Each day will focus on a different part of the process such as training, discovery, implementation, refinement, and presenting results.
Lean thinking in EMERGENCY Department
Lean thinking principles were implemented in the emergency department of The Mission Hospital in Durgapur, India to improve patient flow and reduce waste. Key aspects of lean thinking used included value stream mapping to identify non-value adding activities, applying the 5S methodology to organize the workspace, and conducting gemba walks to observe processes firsthand. This led to reductions in patient length of stay, wait times, and overcrowding in the emergency department. Bottlenecks like long wait times for radiology, inpatient teams, and available beds were identified and addressed through lean problem solving techniques. Implementing lean thinking also helped prevent physician burnout by streamlining workflows and reducing clerical burdens.
Lean and Outsourced Training V3
This document discusses how outsourcing mandatory compliance training to Cascade Training Solutions can provide significant savings and efficiencies to healthcare organizations compared to managing training in-house. Cascade's centralized approach eliminates waste like excessive resources, waiting time, and defects through a standardized process with consistent instructors and flexible scheduling. Outsourcing to Cascade achieves the benefits of a Lean project without the time and cost associated with extensive process improvement initiatives.
More Related Content
What's hot
Kaizen for the Retail and POS Industry
This document discusses Kaizen, which means "change for the better" in Japanese. It describes the four parts of Kaizen as Need, Genba (actual place), Application, and Team. It outlines the 8 steps of the PDCA (Plan-Do-Check-Act) process for continuous improvement. These include clarifying the problem, breaking it down, analyzing the root cause, developing countermeasures, seeing countermeasures through, and standardizing successful processes. Examples are provided for how Kaizen can be applied to different areas like sales, cash flow, and HR. Reasons for Kaizen failure and key Kaizen principles are also discussed.
Assignment kaizen
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes made on a regular basis. The key aspects of Kaizen are that it focuses on continuous, gradual improvement suggested by employees, rather than large, sudden changes imposed by management. There are typically four stages to a Kaizen event: analyzing current processes, identifying improvement opportunities, implementing process changes, and evaluating results. Successful implementation of Kaizen requires standardizing current processes, measuring key metrics, identifying areas for improvement, developing and testing changes, and standardizing new processes. Common goals for Kaizen events include reducing changeover times, improving workplace organization, developing one-piece flow, establishing pull systems, and enhancing equipment reliability.
Lean Management - Kaizen Implementation
This document discusses the concept of Kaizen, a Lean management technique focused on continuous improvement. It defines Kaizen as modifying or changing for better, and emphasizes considering the entire process and avoiding blame when implementing changes. The document outlines the principles, elements, benefits and potential pitfalls of Kaizen, such as reducing waste and improving quality, space utilization, and employee morale. It concludes that applying Kaizen principles can help organizations continuously improve processes and operations to save time, reduce waste, and increase profits.
Short kaizen orientation
This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCD
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCDLia s. Associates | Branding & Design
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in business. The goals of Kaizen are to improve quality, reduce costs, and improve delivery timelines (QCD), which aligns with Western business goals. Kaizen utilizes suggestion systems to involve employees in identifying and solving problems at various organizational levels. Suggestions are evaluated based on criteria like the number of meetings held, participation rates, and the use of improvement tools. While Western and Japanese idea management systems originally differed, Kaizen concepts have been successfully adopted by some American companies by blending Kaizen with techniques like just-in-time production and total quality management.Introduction to Kaizen & Lean Management
Collaborated with my best friend on creating a very high-level introduction to Kaizen & Lean Management for her father's company in Bangladesh
Kaizen
Kaizen refers to continuous improvement strategies that originated in post-World War II Japan. It involves standardizing operations, measuring performance, comparing to requirements, innovating to meet requirements, and standardizing new methods. The kaizen cycle then repeats. It specifies 10 ground rules for effective incremental change, such as using data over theories, correcting failures immediately, and involving workers.
Kaizen events -what are they? Driving Performance Improvement
Kaizen Events are a easy way to get started improving your business. With a focus on Action and implementation teams that are dedicated to solving a problem. Freeing up people from usual day to day responsibilities generates focus, dedication and enthusiasm that can be built upon every month to continually generate results. We have been involved in kaizen events that have generated benefits up to $20 Million for a weeks work! Usually 4 weeks is allowed to prepare for a Kaizen Event and 4 Weeks after the event to finalise any outstanding actions.
Value Stream Analysis
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
kaizen_sample
The document provides an overview of Kaizen and the Kaizen Blitz continuous improvement process. It discusses selecting projects, setting goals, team roles, infrastructure support, potential roadblocks and the typical Kaizen steps of observing the current process, developing a future state process, implementing the new process and reporting results. Typical results of a Kaizen Blitz include 40-60% reduced lead times, 10-15% increased productivity, and improved communication and customer satisfaction.
Kaizen | Continuous Improvement for Organization
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
5 Steps Kaizen
The document outlines the five steps to continuous improvement (Kaizen): 1) Observation, 2) Standardization, 3) Flow & Process Kaizen, 4) Equipment Kaizen, and 5) Layout Kaizen. The goal is to identify and eliminate waste, reduce variation, and improve the flow of materials and information through small, incremental changes. Key aspects include establishing standards, managing interruptions, improving processes, equipment, and layout to better support operators.
Kaizen – road map to world class processes
This document outlines the principles and methods of Kaizen, or continual improvement. It discusses that Kaizen starts with recognizing that any process can be improved. It presents a hierarchy for Kaizen approaches including total quality management, total productive maintenance, just-in-time production, and small group activities. The document emphasizes that true improvement requires continual, not just one-time, changes and stresses the importance of managers and employees regularly visiting the actual work areas to identify issues and solve problems. The ultimate goal of Kaizen methods is to achieve world-class efficiency and flexibility through ongoing incremental improvements.
Lean tool- Kaizen
This document provides an overview of Lean Manufacturing and Kaizen. It defines Kaizen as a Japanese term meaning "continuous improvement" and a philosophy that advocates continuously improving products, processes and activities to meet changing customer requirements through the elimination of waste. The document then discusses key aspects of the Kaizen methodology including the 3Ms/4Ms, PDCA cycle, types of waste, and two levels of Kaizen - system/flow and process. It also covers Kaizen principles, steps, mini-Kaizen, Kaizen blitz/events, and provides three case studies on implementing Kaizen approaches.
Six sigma vs kaizen
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
Mr. yasser mostafa kaizen the key to japan’s competitive success
Kaizen is a Japanese philosophy that focuses on continuous improvement. It originated in Japan in the 1950s and was first applied at Toyota to improve efficiency and competitiveness. The key aspects of Kaizen are that it involves continuous, incremental improvement involving all employees. True Kaizen events are short, focused "blitzes" to drive specific improvements through a team effort, rather than gradual changes over time. Implementing Kaizen requires changing a company's culture to prioritize continuous improvement with the responsibility falling on all workers, not just management.
Kaizen
Masaaki Imai developed the concept of Kaizen, which means "continuous improvement" in Japanese. The three main principles of Kaizen are teamwork, personal discipline, and improved morale. Kaizen focuses on eliminating waste through small, incremental changes and can be applied to both manufacturing and non-manufacturing environments. It uses a team-based approach and PDCA (Plan-Do-Check-Act) cycle to generate quick, measurable results and establish baselines for continuous improvement.
Office_Kaizen_sample
Kaizen is a Japanese philosophy of continuous improvement involving everyone. It focuses on gradual, orderly changes for the better through ongoing improvement. A Kaizen Blitz is a tool for radical improvement over a short period, typically five days, using focused effort on a defined process to dramatically improve productivity, quality and other factors. Common roadblocks to implementing Kaizen include being too busy, seeing it as not a priority or in the budget, thinking results are obvious without trying, and fear of accountability.
Kaizen
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Kaizen Event
A kaizen event is being held at the Toronto Factory to improve safety in work cell #3. The 5-day event will involve cross-functional teams identifying and implementing safety improvements through activities like hazard identification, 5S training, brainstorming, and developing solutions. The goals are to implement 15 safety improvements, raise the 5S score, implement 6 ergonomic improvements, and improve the GMP audit score. Each day will focus on a different part of the process such as training, discovery, implementation, refinement, and presenting results.
What's hot (20)
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCD
070 170731 bookclub_kaizen - kaizen & suggestion system - kaizen & QCD
Kaizen events -what are they? Driving Performance Improvement
Kaizen events -what are they? Driving Performance Improvement
Mr. yasser mostafa kaizen the key to japan’s competitive success
Mr. yasser mostafa kaizen the key to japan’s competitive success
Similar to Kaizen event
Lean thinking in EMERGENCY Department
Lean thinking principles were implemented in the emergency department of The Mission Hospital in Durgapur, India to improve patient flow and reduce waste. Key aspects of lean thinking used included value stream mapping to identify non-value adding activities, applying the 5S methodology to organize the workspace, and conducting gemba walks to observe processes firsthand. This led to reductions in patient length of stay, wait times, and overcrowding in the emergency department. Bottlenecks like long wait times for radiology, inpatient teams, and available beds were identified and addressed through lean problem solving techniques. Implementing lean thinking also helped prevent physician burnout by streamlining workflows and reducing clerical burdens.
Lean and Outsourced Training V3
This document discusses how outsourcing mandatory compliance training to Cascade Training Solutions can provide significant savings and efficiencies to healthcare organizations compared to managing training in-house. Cascade's centralized approach eliminates waste like excessive resources, waiting time, and defects through a standardized process with consistent instructors and flexible scheduling. Outsourcing to Cascade achieves the benefits of a Lean project without the time and cost associated with extensive process improvement initiatives.
Steps in Organizing, Hats, and Just In Time
The document discusses organizing principles and Just-In-Time manufacturing. It outlines 12 steps for organizing including establishing the final product, working backwards to earlier products, posting command channels, adjusting for flows, assigning communication sequences, naming and posting duties as jobs, drilling the organization to be known, assembling and issuing job descriptions or "hats", and getting the functions performed to produce products. It then discusses Just-In-Time manufacturing as a philosophy of lowering inventories, streamlining materials flow, and resolving problems. Objectives are listed as producing perfect quantities at necessary times for continuous flow. Typical results are decreased set-up times, better process flow, and less work-in-process.
Implementation of quality improvement program in hospitals
A quality improvement program in hospitals aims to continuously monitor and improve quality through systematic activities organized by the hospital. The document outlines the steps to implement a quality improvement program which includes selecting a quality improvement project, assembling a team, developing aim and measure statements, identifying change ideas by analyzing current processes, testing changes, and sustaining improvements. The goal is to improve patient outcomes, clinical and managerial processes, and safety through engaging staff and using a systematic approach of planning, testing, and measuring changes.
Lean Lessons from Three Healthcare Systems
This document discusses lessons learned from applying lean principles in three healthcare systems. It emphasizes using a scientific approach to diagnose and solve organizational problems, developing capabilities through hands-on problem solving rather than just training, making work visible through value stream mapping and management, focusing efforts on key priorities and experiments, and continually learning from experiments and customer feedback.
Clinical Workflow Implementation
Planning the implementation of an EMR or EHR, then you need to understand the basics of defining your clinical workflow. This presentation was made at a variety of medical conferences
Quality Improvement Through Effective Staff Handover
Ms Simone Comiskey, Quality & Safety Manager
Quality Improvement through Effective Clinical Handover
Structured Problem Solving (Correction, Corrective Action, Preventive Action ...
Definition - Correction, Corrective Action, Preventive Action (CAPA)
Structured problem solving (PDCA)
Root Cause Analysis (5 Whys, Cause and effect, Pareto)
TCAB_AM
This document discusses the Transforming Care at the Bedside (TCAB) initiative launched by the Institute for Healthcare Improvement to redesign care on medical/surgical units. TCAB aims to improve safety, patient-centeredness, team vitality, and value through engaging frontline staff in testing changes. The framework focuses on high leverage changes like leadership, teamwork, patient-centered care, value-added processes, and safety. Metrics include adverse events, falls, pressure ulcers, satisfaction, and time spent on direct care.
Kaizen study material
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
Cs Emergency Dept Prescribes Lean
1) Mercy Medical Center implemented lean process improvements in their emergency department to address slipping patient satisfaction scores.
2) A cross-functional team conducted a value stream map of the emergency department which identified non-value added steps. This led to a series of lean initiatives including fast track service to treat less acute patients within one hour.
3) The results were dramatic - patient satisfaction scores rose to the 95th percentile, length of stay decreased, and the department saw a 6% increase in patient volume while maintaining quality of care.
Lean Thinking for the NHS
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
2Planned Improvement in the Observation UnitPlan.docx
2
Planned Improvement in the Observation Unit
Planned Change in the Intensive Care Unit
As humans, we are always looking to improve on what we have, innovations are created by trying new ideas. Problems are solved with changes that are implemented from the current system. Implementation of the change needs to be thoroughly monitored for the smooth transition from the established practice. There are various steps to be followed to execute a change in the established practice. Formulation of the idea, evaluation of the formed idea, through planning, implementation of the planned idea, reviewing the response of the new proactive and validation of the new practice. The purpose of this paper is to point out a growing problem in the unit I am employed in and to suggest a change for the better of the unit which is realistic in nature.
Problem
I work in the Emergency Room, specifically the Observation unit, the patient turnover is extremely high, in turn the stress levels can also be extremely high. Staffing shortage has become a growing problem in our unit thus leading to excess work and decreased quality of care in the unit. Staffing shortage is also taking a toll in the managerial level because the managers are now being forced to hire travel nurses to fill the vacant spots temporarily and this is leading to excess cost for the unit and organization(Bisk,2016). Nursing shortage is created because an increased number of nurses are leaving because of dissatisfaction about the increased workload, and the patient ratio(Marquis,2015). The staff will be asked to float to other floors on a regular basis due to the increased turn over on the unit. It is important for the organization to take steps to try to retain their staff nurses to improve patient satisfaction and employee satisfaction(Marquis,2015).
Realistic Change
A viable innovation or change that will improve satisfaction of nursing staff in the organization would be to allow the nurses to stay in their units and not have to float to other units so much. Scheduling or enough staff during the shift is also an important aspect that will improve patient safety and nurse satisfaction in the unit(Bisk,2016). Implementation of a float pool system will be a good idea to decrease the floating required for the full-time staff nurse. Floating the staff from an observation unit to an IMU unit (Intermediate Care) can lead to unsafe working situations for the nurse and the patient because of lack of experience with the acuity of the patient condition. A feasible solution to this problem is training new nurses on the frequently needy floor so that they will be well equipped to float to a unit that is short of staff, and provide them with incentives to float so that the nurse satisfaction will be on the rise. These incentives will be a good investment for the organization as it will help them retain the staff in the long run reducing costs of hiring temporary staff like travel nurses.
Alignment with Mi ...
Introduction to Lean Management Dr Richard Guerrero_Wessex AHSN
Lean is a philosophy and approach to process improvement based on Toyota's production system. It focuses on eliminating waste to improve flow and customer value. Key lean principles include identifying the value stream, continuously improving processes, and respecting people. In healthcare, lean aims to streamline clinical pathways and remove inefficiencies that get in the way of patient care. Initial steps involve mapping current processes and identifying opportunities to reduce waste, variability, and handoffs through small tests of change.
Kaizen: The Art of Continuous Improvement"
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
Kevin CV 2015
This document provides a summary of Kevin Bugler's professional experience and qualifications. It includes his contact information and a profile outlining his skills. The summary then details his employment history working in operations and management roles for two companies, Alpha Flight UK Ltd and DSI Foods Ltd, between 2004-2015. His roles and responsibilities increased over time from team leader to operations manager and process and operations manager. His education and certification qualifications are also listed.
LEAN: 5 Keys to Success
Check out this introduction to Lean processes in a health care setting—touching on 5 keys to Lean success. This presentation is from a recent AORN webinar, which is available for replay at http://bit.ly/188O2uQ. Get complete Lean instruction and tools for implementation during a workshop in Denver, CO; more information on these August and September events available at http://bit.ly/14B9gLu.
lei_hospitals_master_for_posting.pptx
This document summarizes a webinar on applying lean principles to improve hospital operations and patient care. It discusses key lean concepts like identifying value streams, removing waste and unnecessary waiting, and establishing a single pacemaker process to synchronize workflow. The webinar advocates using value stream mapping to analyze current processes, identify problems like misaligned departmental schedules, and design a future state with standardized workflows, buffers to absorb variability, and a pacemaker department to set the schedule that all other areas follow. Implementing this future state requires creating an action plan and appointing a value stream manager to ensure needs are met on time for all medical patients.
Senior leadership lean_transformation
The document summarizes ThedaCare's efforts to lead a healthcare lean transformation through various initiatives. It discusses:
1. ThedaCare's healthcare delivery system which includes multiple hospitals, physician offices, behavioral health locations, and other facilities.
2. ThedaCare's approach to transforming healthcare through applying lean principles and creating better value for customers. This includes identifying value, value streams, flow, pull, and continuous improvement.
3. Examples of ThedaCare's lean projects and initiatives to redesign processes like ICU space and workflows, implement collaborative care, and achieve measurable improvements in outcomes, costs, and patient/staff satisfaction.
The document outlines ThedaCare's system-wide strategy to apply
Improper Reinforcement Research Paper
The document discusses improper reinforcement and provides examples. Improper reinforcement is reinforcing behaviors under some circumstances but not others. When teaching children behaviors, it is important to consistently reinforce behaviors through positive or negative means. Proper reinforcement is needed to deter unwanted behaviors in children, such as hitting or kicking. Lack of consistent reinforcement can result in children using other means to get what they want if the desired behavior is not reinforced.
Similar to Kaizen event (20)
Implementation of quality improvement program in hospitals
Implementation of quality improvement program in hospitals
Quality Improvement Through Effective Staff Handover
Quality Improvement Through Effective Staff Handover
Structured Problem Solving (Correction, Corrective Action, Preventive Action ...
Structured Problem Solving (Correction, Corrective Action, Preventive Action ...
2Planned Improvement in the Observation UnitPlan.docx
2Planned Improvement in the Observation UnitPlan.docx
Introduction to Lean Management Dr Richard Guerrero_Wessex AHSN
Introduction to Lean Management Dr Richard Guerrero_Wessex AHSN
Recently uploaded
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
How Barcodes Can Be Leveraged Within Odoo 17
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Stack Memory Organization of 8086 Microprocessor
The stack memory organization of 8086 microprocessor.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...Nguyen Thanh Tu Collection
https://app.box.com/s/qhtvq32h4ybf9t49ku85x0n3xl4jhr15Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"
Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"National Information Standards Organization (NISO)
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.skeleton System.pdf (skeleton system wow)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف أحرف الخلاف للقراء العشرةأعد أحرف الخلاف بالتلوين وصلا سمير بسيوني غفر الله له
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Recently uploaded (20)
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"
Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Kaizen event
- 1. Kaizen Event Process improvement in action
- 2. Once upon a time a Birth Center and NICU had a dream. To resuscitate fragile patients with the best processes possible. The leadership team had a meeting: The family birth center leader, the NICU leader, and the respiratory care leader.
- 3. A Kaizen was suggested by one wise leader. “What is a Kaizen,” Asked the other two leaders? A Kaizen is a process of examining a work flow and making it streamline or lean from the clients point of view.
- 5. It is both a philosophy & a methodology
- 6. Kaizen Improvements are generally not intended to be radical, earth-shattering improvements. Instead, they’re regular incremental improvements that eliminate waste, here, there, and everywhere, bit by bit. Kaizen Event
- 7. “The most important thing is to take the best care of our babies,” said the NICU leader. “The babies and their families are our customers. They must come first,” said the birth center leader. “Yes, lets have a kaizen,” said the respiratory care leader!
- 8. Standard Training Current State – understand (gemba) Identify wastes and opportunities Prioritize Future state Action list Implement – execute Sustainability - audits
- 9. Examining the current state, work flow, of a new born resuscitation
- 10. Principles of Lean Thinking IdentifyValue from the customer’s perspective Identify the Value Stream for the product or service Remove waste and design the value stream to improve Flow Produce based on customer Pull Continuously improve the value stream towards Perfection Lean Thinking, Womack and Jones, 1996
- 11. Principle #2: What’s a Value Stream? Value Stream: All of the actions / activities, both value-added and non-value-added, that are accomplished to deliver completed customer value. (ACTIVITIES, not people) Value Stream Process Process Process Customer Request Customer Receipt
- 12. Taking out wasted time The value stream from the customers perspective. The baby deserves a resuscitation process that flows quickly and smoothly. We examined the equipment placement, staff positioning, and role responsibilities. This was to take out any lag time for equipment being available and ready to use. Positions were analyzed for the best place for each person, based on role, to stand.
- 13. Customer pull In a resuscitation work process, the customer pull is a baby being born who has specific criteria related to the labor process. There is no waste in the pull arena because the resuscitation team is only called in specific circumstances.
- 15. Efficient designs were thought through. Three different areas were evaluated. The birthing, the operating, and the neonatal rooms. All three areas had recommended changes. The changes were trialed for two weeks. Recommendations were reviewed. Changes evaluated Equipment and work flow changes finalized. Roll out of changes organized Roll out implemented
- 16. The most efficient setup designed Respiratory equipment ready Bed ready
- 17. Nursing equipment ready Example: room ready for resuscitation
- 18. Changes identified The Doctor or Neonatal Nurse Practioner stands at the head of the bed. The head of the patient is placed in front of the Doctor or Practioner to intubate, if needed. A respiratory therapist (RT) or 2nd RN on the right of the head of the patient. This person helps manage the airway and assists with intubation. The RN is on the left of the baby and monitors the heart rate and effectiveness of airway management.
- 19. Outcomes Changes evaluated and implemented Final decisions made to change the process of equipment preparation, staff roles, and staff positioning. The streamline outcome is a smooth running resuscitation with wasted time taken out of the work flow. Everyone knows their function based on where they are standing. The patient is placed first and it shows.
- 20. Kaizen The Kaizen standardize process is useful to standardize work flow process. The Kaizen takes out nonproductive wasted time. The Customer is placed first. Changes are made from the customer’s perspective. Wasted steps are removed. Overproduction is stopped by allowing demand from the customer to pull resources instead of just producing a product. Kaizen is applicable to every work process.