Download to read offline
Uploaded byKaiNexus
Kaizen & KaiNexus - Making Improvement Easier
Kaizen and KaiNexus are presented as tools for continuous process improvement. Kaizen emphasizes small, incremental changes and empowering workers. KaiNexus is a web-based platform that manages the lifecycle of improvement opportunities from submission to resolution. It allows tracking outcomes across projects, events, and daily improvements. Leaders are encouraged to coach teams and participate in improvements to set an example. The presentation argues that starting improvement efforts helps create a culture of continuous learning and that organizations should not wait for a perfect culture before beginning.
More Related Content
Similar to Kaizen & KaiNexus - Making Improvement Easier
Kaizen & KaiNexus - Making Improvement Easier
- 1. www.KaiNexus.com Dr. Gregory Jacobson,CEO and Co-Founder 210-601-4564 greg@kainexus.com Mark Graban, Chief Improvement Officer 817-372-5682 mark@kainexus.comCOPYRIGHT 2013 , KAINEXUS LLC Kaizen & KaiNexus Making Improvement Easier
- 2. Agenda Kaizen Overview(20 minutes) What is Kaizen? Greg’s Kaizen Experience KaiNexus Demo (20 minutes) Web-based Technology Services The Role of Leaders (5 minutes) Q&A (15 minutes)
- 3. “Start from Why” Healthcare is in a state of crisis (globally) We can’t just fight fires anymore We need a disciplined, methodical improvement method We need everybody involved in improvement Continuously learning and improving orgs
- 4. Kaizen Kai = Change Zen= Good
- 5.
- 6. Why Kaizen? 1. Makeyour work easier 2. Make your work more interesting 3. Develop your skills & capabilities Norman Bodek
- 7. Source: Healthcare Kaizen(Graban & Swartz)
- 8. Kaizen is forEveryone! “… emphasizes morale- boosting benefits and positive employee participation over the economic and financial incentives…” - Masaaki Imai
- 10. Different Levels ofKaizen Large Changes Strategic Initiatives Medium Changes Rapid Improvement Events Six Sigma projects Small Changes Daily Continuous Improvement Quick and Easy Kaizen
- 11.
- 12.
- 13. Kaizen Principles Continually improve, with noidea being too small Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, “Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages 1341-1349, December 2009.
- 14. Kaizen Principles A majorsource of quality defects is problems in the process Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, “Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages 1341-1349, December 2009.
- 15. Kaizen Principles Focus changeon common sense, low-cost, low-risk improvements, not major innovations Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, “Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages 1341-1349, December 2009.
- 16. Kaizen Principles Empower the workerto enact change Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, “Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages 1341-1349, December 2009.
- 17. Kaizen Principles All ideasare addressed and responded to in some way Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, “Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages 1341-1349, December 2009.
- 18. KaiNexus Impact 71% 29% Led toa Change? YES A large organization with 10,000 or more employees may be able to: • Realize $4.3 million in savings a year • Generate $17 million in new revenue • Saved 100,000 hours a year • >4,400 quality improvements • >1,000 staff or patient satisfaction improvements Source: KaiNexus Customer Data
- 19.
- 20.
- 21.
- 22.
- 23.
- 24. What KaiNexus Manages ProjectEvent OI OI OI OI OI Task Task Task Task Task Project Event Event Strategic Initiatives Daily Improvement OI
- 25. 1) Find & enterOI 2) Supervisor, Project or Event Leaders notified 3) OI assigned to staff member or event/project participant 4) Work on OI – tasks, files, teams 5) Resolve OI – categorize & quantify impact 6) Broadcast resolution 7) Recognition, history & metrics Opportunity for Improvement Lifecycle
- 26.
- 27. What Can WeDo as Leaders? Coach, mentor, and lead “Add energy to the system” “All You Gotta Do is Ask”
- 28. What Can WeDo as Leaders? Ask for problems & ideas Lead by example – participate
- 29. The Right Timefor Kaizen and KaiNexus? New to Lean Start with staff engagement Start with small Kaizen improvements Great foundation for a broader Lean initiative and a culture of continuous improvement Experienced with Lean Build upon formal Lean projects & “events” Introduce or enhance daily improvement efforts Create a formal structure for sharing and tabulating benefits from an existing improvement program
- 30. A Common Question Which statement is correct? You should wait to start improving until you have a culture of continuous improvement. Or… The action of improving results in creating a culture of continuous improvement
- 31. Questions Web: www.KaiNexus.com Email: greg@KaiNexus.com mark@KaiNexus.com Books – free first chapters: www.hckaizen.com/kaizenpreview www.hckaizen.com/execpreview
Editor's Notes
- #2 Ask how many are doing lean, doing events, doing daily Kaizen??
- #5 Kaizen is part of many organizations’ lean healthcare efforts incorporate DAILY continuous improvement, not just weeklong projects (ThedaCare, Virginia Mason, Seattle Children’s, Univ of Mich)
- #6 Suggestion boxes are well intended… perhaps. I’ll give them that much credit. But they seem like they don’t usually work. It’s not the fault of the box… it’s how they are managed. What are the two common features of these boxes, and more you can buy online? The lock… and their opaqueness. Slow / No Response Yes / No Answers Not Collaborative Not Transparent Buy Instead of Do? Complaints Against Others Incentives Fighting Quotas Gaming
- #9 Staff morale patient sat and outcomes
- #10 Staff morale patient sat and outcomes
- #11 One dysfunction is thinking kaizen (or improvement) is about episodic events
- #12 Roadmap: Emergency medicine physician 2004 started at Vandy Corey Slovis handed me this book. Applicability to health care – complex process oriented work place, tons of inefficiencies, huge opportunities to improve system, cars are complex machines that involves multiple areas of expertise, cohesive framework and disciplined approach to systematically improve the workplace. 1) educational component 2) mechanism. Educating staff on principles of kaizen First, with residents Then, expanded to other disciplines (nurses, etc.) Improved the way we taught improvement From 2-hour long lectures to shorter segments
- #15 Berwick – stop looking for bad apples
- #19 Estimated $3M savings a year with about 3500 FTEs Many “lean healthcare” orgs are incorporating the kaizen style of improvement, and so it’s hard to break what impact of their overall improvements
- #24 Estimated $3M savings a year with about 3500 FTEs Many “lean healthcare” orgs are incorporating the kaizen style of improvement, and so it’s hard to break what impact of their overall improvements
- #25 Estimated $3M savings a year with about 3500 FTEs Many “lean healthcare” orgs are incorporating the kaizen style of improvement, and so it’s hard to break what impact of their overall improvements
- #28 Support all 5 steps – find, discuss, implement, document, share
- #29 Support all 5 steps – find, discuss, implement, document, share