This document discusses the evolution of problem management processes from reactive incident management to proactive problem prevention. It outlines 5 steps in the evolution: 1) Opening problem records after every incident, 2) Splitting records into high and low severity, 3) Validating problems and setting fixes, 4) Prioritizing records with business areas and setting fix dates, 5) Blurring the line between incident and problem management for faster end-to-end fixes. The key is treating processes as enablers of continuous improvement rather than inhibitors and ensuring ownership of processes to avoid complacency.
The document introduces lean methodology and rapid improvement events, which were developed by Toyota to eliminate waste and improve flow. A rapid improvement event involves assembling a team to map current processes, identify issues causing waste and blockages, and then design and implement new improved processes over the course of a week. The goal is to make sustainable organizational improvements by engaging staff and taking a lean approach to identify and remove non-value added activities.
The document introduces lean methodology and rapid improvement events, which are used to identify waste and inefficiencies in processes. Rapid improvement events involve assembling a team to map current processes, identify issues, and design and implement new processes over the course of a week to improve efficiency, quality, and service levels. The goals are to eliminate waste, reduce costs and stress, improve flow and make value visible to patients.
The document outlines four laws of process improvement: (1) many small changes can lead to large improvements at the system level, (2) those in the process are best able to understand and improve it, (3) blame pushes mistakes underground, and (4) the customer should always be the focus and anything not benefiting the customer eliminated. It encourages engaging employees to make improvements through simplifying, combining, and eliminating unnecessary steps in a process.
The document discusses problem statements and goal statements for improvement projects. It provides guidance on how to write each statement. The problem statement should summarize the key problem in 3-4 sentences, including what the problem is, its consequences, who is affected, and impacts. It should not identify causes or solutions. The goal statement defines a clear vision for addressing the problem in 2-3 sentences, including desired process outcomes, customer and organizational impacts, and key metric targets. The gap between the problem statement and goal statement defines what needs to be improved.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Unleashing the power of your people for improvementRoss Maynard FCMA
This document discusses engaging employees in process improvement efforts. It argues that improvement is about people and that employees know the processes best and can identify impactful improvements. It recommends that managers (1) get to know employees and processes, (2) select a dysfunctional process to focus on, (3) understand the process purpose and problems, (4) identify and test solutions, (5) implement solutions, and (6) continually repeat the process. Management must provide support through training, time for improvement, and prioritizing employee feedback to truly engage employees and achieve results.
1) The document discusses streamlining patient journeys through hospitals using lean principles. It highlights that current processes have high amounts of non-value adding activities.
2) Tania's question asks how hospitals can continue reducing patients waiting for home care packages given cuts to social services budgets and quality issues outsourced home care providers, leading to longer wait times.
3) Nicki's question asks how hospitals can design a daily management system to support continuous improvement at the unit/ward level and beyond, as current improvements are not always sustained without such a system.
The doctrine of marginal gains proposes that small incremental improvements across many areas can lead to significant overall gains. When applied to British Cycling, it resulted in 8 gold medals at the 2008 and 2012 Olympics compared to a previous best of 2. At Virginia Mason Hospital, small process changes like checklists and ergonomic adjustments led to a 74% reduction in liability costs. The doctrine shows that many small changes, when implemented as a team across a process, can have major positive impacts and turn weaknesses into opportunities for learning and improvement.
The document introduces lean methodology and rapid improvement events, which were developed by Toyota to eliminate waste and improve flow. A rapid improvement event involves assembling a team to map current processes, identify issues causing waste and blockages, and then design and implement new improved processes over the course of a week. The goal is to make sustainable organizational improvements by engaging staff and taking a lean approach to identify and remove non-value added activities.
The document introduces lean methodology and rapid improvement events, which are used to identify waste and inefficiencies in processes. Rapid improvement events involve assembling a team to map current processes, identify issues, and design and implement new processes over the course of a week to improve efficiency, quality, and service levels. The goals are to eliminate waste, reduce costs and stress, improve flow and make value visible to patients.
The document outlines four laws of process improvement: (1) many small changes can lead to large improvements at the system level, (2) those in the process are best able to understand and improve it, (3) blame pushes mistakes underground, and (4) the customer should always be the focus and anything not benefiting the customer eliminated. It encourages engaging employees to make improvements through simplifying, combining, and eliminating unnecessary steps in a process.
The document discusses problem statements and goal statements for improvement projects. It provides guidance on how to write each statement. The problem statement should summarize the key problem in 3-4 sentences, including what the problem is, its consequences, who is affected, and impacts. It should not identify causes or solutions. The goal statement defines a clear vision for addressing the problem in 2-3 sentences, including desired process outcomes, customer and organizational impacts, and key metric targets. The gap between the problem statement and goal statement defines what needs to be improved.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Unleashing the power of your people for improvementRoss Maynard FCMA
This document discusses engaging employees in process improvement efforts. It argues that improvement is about people and that employees know the processes best and can identify impactful improvements. It recommends that managers (1) get to know employees and processes, (2) select a dysfunctional process to focus on, (3) understand the process purpose and problems, (4) identify and test solutions, (5) implement solutions, and (6) continually repeat the process. Management must provide support through training, time for improvement, and prioritizing employee feedback to truly engage employees and achieve results.
1) The document discusses streamlining patient journeys through hospitals using lean principles. It highlights that current processes have high amounts of non-value adding activities.
2) Tania's question asks how hospitals can continue reducing patients waiting for home care packages given cuts to social services budgets and quality issues outsourced home care providers, leading to longer wait times.
3) Nicki's question asks how hospitals can design a daily management system to support continuous improvement at the unit/ward level and beyond, as current improvements are not always sustained without such a system.
The doctrine of marginal gains proposes that small incremental improvements across many areas can lead to significant overall gains. When applied to British Cycling, it resulted in 8 gold medals at the 2008 and 2012 Olympics compared to a previous best of 2. At Virginia Mason Hospital, small process changes like checklists and ergonomic adjustments led to a 74% reduction in liability costs. The doctrine shows that many small changes, when implemented as a team across a process, can have major positive impacts and turn weaknesses into opportunities for learning and improvement.
The Inevitable Change - Are You Ready for the Ups and Downs?LogiKal Projects
The document discusses approaches to managing change in the workplace in light of changes brought about by COVID. It outlines a presentation agenda that contrasts top-down and bottom-up change management approaches. The presentation advocates for a combined approach and highlights lessons from COVID, including the need for continuous improvement, better data analytics, efficient planning, and increased collaboration. The conclusion recommends organizations get their processes in order, make better use of existing data, and incorporate lessons learned into future planning.
Recorded webinar: http://slidesha.re/1mOrgtW
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
These are the slides for a webinar where participants submitted questions in advance, they were unmuted, and we had a dialogue.
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
Six steps to implementing Change Management SuccessfullyArvind Parthiban
This document outlines six steps to implement effective change management: 1) Identify the desired change, 2) Sell stakeholders on the value of change management, 3) Define what constitutes a change, 4) Assign roles and responsibilities like a Change Advisory Board, 5) Define a process for handling changes, and 6) Define key performance indicators to measure success. It emphasizes communicating the reasons for change, having clearly defined change types and approval processes, and regularly reporting on metrics.
Avoiding Common Pitfalls in the DMAIC MethodologyKaiNexus
View recording: https://info.kainexus.com/improvement-disciplines/six-sigma/dmaic/common-pitfalls-in-the-dmaic/webinar/signup
How to Avoid Common Pitfalls in the DMAIC Methodology
August 11 from 1:00 - 2:00 pm EDT
Presented by Simon De Castro, MS
In this webinar, you will:
Understand common pitfalls that can happen in the implementation of a DMAIC project
Listen to examples of some of these mistakes
Learn about what to do to avoid these problems
Simon De Castro is a Lean Six Sigma Black Belt with Texas Health Resources. He is also certified as a coach and as a Change Management Practitioner.
He has more than 25 years of experience, 17 of them working in Lean Six Sigma managerial roles in companies like Sara Lee, Johnson & Johnson, and since 2017, at Texas Health Resources, where he has worked on the design, implementation, and maintenance of KaiNexus.
In his continuous improvement journey, Simon has accumulated a great deal of experience in the design and delivery of Lean Six Sigma content and has coached more than 300 yellow and green belt projects to successful completion.
Wise executives tailor their approach to fit the complexity of theNannou Nawwara
Deputy Chief Walter Gasior suddenly had to cope with several complex situations at once following a mass shooting at a fast food restaurant in Palatine, Illinois in 1993. He had to deal with grieving families and a frightened community, help direct a busy police department, and handle intense media attention, with demands coming at him from all sides. While Gasior was ultimately successful, the article notes that not all leaders achieve good results when facing complex circumstances that require varied decisions and responses. The Cynefin framework is introduced as a tool to help leaders determine what type of context or situation they are facing in order to make appropriate leadership choices. It sorts contexts into simple, complicated, complex, chaotic, and disorder, with complex
This document discusses improving finance processes. It notes that finance teams are expensive but often spend time on transactions that could be streamlined. Regulations and expectations are increasing so finance must change. All finance processes contain waste like rekeying data and delays. The document recommends focusing processes on customers, completing work right the first time, and providing timely information for decisions. Improvement requires understanding problems and having people work as a team, with management support, to continuously improve processes. The key is to choose a process to start with, map and study it, then develop a team to remove barriers and fix problems.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Motivational Interviewing: The Key to Effective Conversations About ChangeKaiNexus
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
The document provides information about an internship at APD including background on mentoring and networking opportunities. It then discusses project planning and defect management processes. Defects are prioritized based on severity and priority levels with examples provided. Meeting agendas and core sponsors are listed, with key takeaways focusing on career development and return on investment from the internship experience.
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.
The document discusses analyzing major incidents, classifying incidents, and learning lessons. It provides tools and frameworks for:
1) Analyzing the root causes of major incidents and problems highlighted in the response.
2) Successfully categorizing incidents to find solutions, route to correct teams, gather data, build knowledge, and improve efficiency.
3) Classifying operational outages based on priority, urgency, operations impact, scope, and analyzing service period and consequences.
4) Integrating approaches across problems and methodologies to achieve excellence through detailed major incident methodology.
Presented by Jess Orr
We will cover topics including:
A3 Thinking: A Quick Refresher
When to Use an A3 vs. Other Tools
How to Engage Others in the Process
Change Management 101
The Hardest Part: Sustaining the Gains
Hosted by KaiNexus
About the Presenter:
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Transformation That Sticks - SAI's PEX Week 2016 Presentation Mark Dabrowski
Transformation That Sticks: Using Mobile Optimized Tools to Accelerate Business Transformation
Mobile optimized SaaS tools that deliver procedure, policy and task management information on any device at any time are replacing legacy training platforms that deliver dense buckets of information a few times per year.
Learn more about:
- Delivering real time updated procedure information for complex and repetitive work
- Using continuous employee feedback provided across mobile devices to continuously improve processes
- Measuring real time employee interaction with expert content and correlating to business results
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Problem management yields service improvementmalcolmg
The document discusses how problem management processes must evolve over time to remain effective. It uses the example of an organization first implementing problem management based on ITIL guidelines. The initial process is customized to the organization's needs but has room to change. The paper then describes how the fictional organization's problem management process grows and adapts through stages as lessons are learned about balancing the process with people's roles. Continual review and improvement are needed to drive ongoing growth.
This document provides an overview of root cause analysis and problem solving techniques. It discusses key Lean concepts like understanding customers, eliminating waste, and value stream mapping. Various problem solving tools are also explained, including the 5 whys technique for identifying root causes, metrics for problem definition, fishbone diagrams, and gemba walks. The 4 steps of problem solving - describing the problem, analyzing root causes, proposing solutions, and implementing changes - are outlined. The goal is to teach organizations how to systematically analyze and address problems to prevent recurrence.
The Inevitable Change - Are You Ready for the Ups and Downs?LogiKal Projects
The document discusses approaches to managing change in the workplace in light of changes brought about by COVID. It outlines a presentation agenda that contrasts top-down and bottom-up change management approaches. The presentation advocates for a combined approach and highlights lessons from COVID, including the need for continuous improvement, better data analytics, efficient planning, and increased collaboration. The conclusion recommends organizations get their processes in order, make better use of existing data, and incorporate lessons learned into future planning.
Recorded webinar: http://slidesha.re/1mOrgtW
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
These are the slides for a webinar where participants submitted questions in advance, they were unmuted, and we had a dialogue.
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
Six steps to implementing Change Management SuccessfullyArvind Parthiban
This document outlines six steps to implement effective change management: 1) Identify the desired change, 2) Sell stakeholders on the value of change management, 3) Define what constitutes a change, 4) Assign roles and responsibilities like a Change Advisory Board, 5) Define a process for handling changes, and 6) Define key performance indicators to measure success. It emphasizes communicating the reasons for change, having clearly defined change types and approval processes, and regularly reporting on metrics.
Avoiding Common Pitfalls in the DMAIC MethodologyKaiNexus
View recording: https://info.kainexus.com/improvement-disciplines/six-sigma/dmaic/common-pitfalls-in-the-dmaic/webinar/signup
How to Avoid Common Pitfalls in the DMAIC Methodology
August 11 from 1:00 - 2:00 pm EDT
Presented by Simon De Castro, MS
In this webinar, you will:
Understand common pitfalls that can happen in the implementation of a DMAIC project
Listen to examples of some of these mistakes
Learn about what to do to avoid these problems
Simon De Castro is a Lean Six Sigma Black Belt with Texas Health Resources. He is also certified as a coach and as a Change Management Practitioner.
He has more than 25 years of experience, 17 of them working in Lean Six Sigma managerial roles in companies like Sara Lee, Johnson & Johnson, and since 2017, at Texas Health Resources, where he has worked on the design, implementation, and maintenance of KaiNexus.
In his continuous improvement journey, Simon has accumulated a great deal of experience in the design and delivery of Lean Six Sigma content and has coached more than 300 yellow and green belt projects to successful completion.
Wise executives tailor their approach to fit the complexity of theNannou Nawwara
Deputy Chief Walter Gasior suddenly had to cope with several complex situations at once following a mass shooting at a fast food restaurant in Palatine, Illinois in 1993. He had to deal with grieving families and a frightened community, help direct a busy police department, and handle intense media attention, with demands coming at him from all sides. While Gasior was ultimately successful, the article notes that not all leaders achieve good results when facing complex circumstances that require varied decisions and responses. The Cynefin framework is introduced as a tool to help leaders determine what type of context or situation they are facing in order to make appropriate leadership choices. It sorts contexts into simple, complicated, complex, chaotic, and disorder, with complex
This document discusses improving finance processes. It notes that finance teams are expensive but often spend time on transactions that could be streamlined. Regulations and expectations are increasing so finance must change. All finance processes contain waste like rekeying data and delays. The document recommends focusing processes on customers, completing work right the first time, and providing timely information for decisions. Improvement requires understanding problems and having people work as a team, with management support, to continuously improve processes. The key is to choose a process to start with, map and study it, then develop a team to remove barriers and fix problems.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Motivational Interviewing: The Key to Effective Conversations About ChangeKaiNexus
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
The document provides information about an internship at APD including background on mentoring and networking opportunities. It then discusses project planning and defect management processes. Defects are prioritized based on severity and priority levels with examples provided. Meeting agendas and core sponsors are listed, with key takeaways focusing on career development and return on investment from the internship experience.
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.
The document discusses analyzing major incidents, classifying incidents, and learning lessons. It provides tools and frameworks for:
1) Analyzing the root causes of major incidents and problems highlighted in the response.
2) Successfully categorizing incidents to find solutions, route to correct teams, gather data, build knowledge, and improve efficiency.
3) Classifying operational outages based on priority, urgency, operations impact, scope, and analyzing service period and consequences.
4) Integrating approaches across problems and methodologies to achieve excellence through detailed major incident methodology.
Presented by Jess Orr
We will cover topics including:
A3 Thinking: A Quick Refresher
When to Use an A3 vs. Other Tools
How to Engage Others in the Process
Change Management 101
The Hardest Part: Sustaining the Gains
Hosted by KaiNexus
About the Presenter:
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Transformation That Sticks - SAI's PEX Week 2016 Presentation Mark Dabrowski
Transformation That Sticks: Using Mobile Optimized Tools to Accelerate Business Transformation
Mobile optimized SaaS tools that deliver procedure, policy and task management information on any device at any time are replacing legacy training platforms that deliver dense buckets of information a few times per year.
Learn more about:
- Delivering real time updated procedure information for complex and repetitive work
- Using continuous employee feedback provided across mobile devices to continuously improve processes
- Measuring real time employee interaction with expert content and correlating to business results
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Problem management yields service improvementmalcolmg
The document discusses how problem management processes must evolve over time to remain effective. It uses the example of an organization first implementing problem management based on ITIL guidelines. The initial process is customized to the organization's needs but has room to change. The paper then describes how the fictional organization's problem management process grows and adapts through stages as lessons are learned about balancing the process with people's roles. Continual review and improvement are needed to drive ongoing growth.
This document provides an overview of root cause analysis and problem solving techniques. It discusses key Lean concepts like understanding customers, eliminating waste, and value stream mapping. Various problem solving tools are also explained, including the 5 whys technique for identifying root causes, metrics for problem definition, fishbone diagrams, and gemba walks. The 4 steps of problem solving - describing the problem, analyzing root causes, proposing solutions, and implementing changes - are outlined. The goal is to teach organizations how to systematically analyze and address problems to prevent recurrence.
Management buy-in and support is often cited as the biggest obstacle to successful ISO implementation. To overcome this, management must commit to the project, provide resources, and make their commitment visible. It is also important to involve employees in the process and address any concerns they have. Regular communication, celebration of milestones, and ongoing training are needed to maintain momentum and ensure long-term success. Potential pitfalls to watch out for include lack of documentation, unclear or unrealistic procedures, and audits or reviews that become ineffective over time. With proper planning and ongoing effort, organizations can successfully implement an ISO system.
Government departments and agencies face a difficult challenge: with limited resources, how can they deliver faster, better and cheaper while engaging their people? Many organizations have used the approaches of Lean Six Sigma (LSS) in government to meet this challenge.
The document discusses challenges with process implementation and provides recommendations. It notes that good implementation cannot fix a flawed process. Key steps include conducting a feasibility study with a clear plan, considering the appropriate size and scope, and ensuring ownership of the process across the organization. Non-ownership is identified as a major implementation danger. The summary emphasizes that processes need the right people and ownership to succeed, and they must remain aligned with business needs through ongoing review and change.
The document discusses troubleshooting systems and how organizations can improve them to reduce issue resolution times. It describes the key elements of an effective troubleshooting system as the system itself for coordinating problem solving, reactive and proactive troubleshooting processes, and reusable troubleshooting knowledge. An effective system logs issues, prioritizes them, allocates resources, tracks progress, conducts analyses, and provides recognition. With a good system, problems can be resolved quickly and often prevented from occurring in the first place.
Kaizen is a Japanese philosophy of continuous improvement involving all employees. It is based on the concept of continuously improving processes through small, incremental changes over time. The key principles of Kaizen include continuously improving processes at every level of the organization through team-based problem solving and employee involvement. The typical phases of a Kaizen event involve identifying opportunities, analyzing current processes, envisioning improvements, implementing changes, verifying results, and continuously improving. Kaizen emphasizes continuous incremental changes rather than occasional dramatic changes, with the goal of achieving perfection through constant small steps of improvement.
The document discusses strategies for improving asset integrity management in the oil and gas industry. It covers the importance of asset integrity, especially as Asia Pacific's role in oil and gas production increases. It outlines some danger signs that integrity is lacking, such as staff not feeling concerns are addressed and procedures being bent rather than followed. The document advocates making staff a central part of integrity processes so they can help identify and address small issues. It also lists 24 pillars that contribute to a successful asset integrity and HSE strategy, including performance management, knowledge management, and regulatory compliance.
Maja Pesic Rakanovic - Quality managementkragujevac
This document provides guidance on successfully implementing an ISO quality management system. It discusses common pitfalls to avoid such as lack of management support, overly complex documentation, and ineffective internal audits and management reviews. Recommendations include obtaining training and consultant support, simplifying procedures, involving employees, and continuously improving the system once implemented. The overall message is that proper preparation, clear communication, and ongoing maintenance are key to winning the "race" of achieving ISO certification and reaping its benefits.
The Traits of BPM: Six Fundamentals Necessary for Successful Process Improvem...Prolifics
The document discusses the key traits necessary for successful business process management (BPM) initiatives. It outlines six fundamentals: strategy awareness, process awareness, performance awareness, customer awareness, change awareness, and technology awareness. BPM requires understanding business strategy, processes, performance metrics, customers, managing change, and leveraging technology to drive process improvement.
The document discusses the concept of Kaizen, or continuous improvement, and how it can be applied to operations teams to achieve higher quality and eliminate waste. It provides background on the origins and principles of Kaizen in Japanese manufacturing. Key aspects include focusing on process improvement over results alone, taking a systemic view, and avoiding blame. Methods like PDCA (Plan-Do-Check-Act) and focusing on small, incremental changes are emphasized. The document argues that cross-training, reducing redundancies, and viewing problems as opportunities for improvement have helped the operations team discussed provide better service through Kaizen.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
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Fixing the Problems in Your Operations Problem-Solving MethodsSafetyChain Software
This document discusses problem solving methods for process manufacturers. It introduces a webinar on problem solving featuring two speakers: David Hicks, Vice President and Maintenance Excellence Practice Leader, and Tim Nickerson, Client Manager and Management System SME. The webinar will cover ensuring quality and compliance, maximizing throughput and yield, and optimizing labor and productivity using problem solving tools and the DMAIC methodology.
JSR Micro leveraged BPM to scale its growing operations effectively and efficiently. It defined goals to ensure consistent process execution, complete audit documentation, and improved throughput times. Key components included iterative execution, process focus/ownership, and flexible technology. Example processes discussed were issue management, specification change, and engineering support. Lessons included being guided by goals, strong process owner partnerships, modeling before automating, and continuous improvement. The presentation provided strategies for using BPM to grow a business.
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
Analysis Prioritisation Communication-Day SevenReuben Ray
This document provides information on quality processes and process improvement strategies. It discusses concepts like the planning process with inputs like vision and gap analysis, prioritization using Kano analysis, and monitoring. Other sections cover quality definitions and strategies for competitive advantage like cost leadership, differentiation, and customer orientation. Process improvement frameworks like Lean, Six Sigma, TQM and BPR are mentioned. The document also includes information on benchmarking, value creation, implementation, and team mandates for process improvement projects.
The document discusses 9 steps for improving business process management. It begins by explaining the importance of processes for driving businesses and outlines key business process management concepts. It then details each of the 9 steps which include mapping processes, assessing risks, documenting processes, automating processes, integrating mobile, training staff, defining key performance indicators, managing deviations, and continuously improving. The overall goal is to help companies implement process improvements and get better business results.
Similar to Problem Managment Yields Service Improvementv2 (20)
2. “ Why are we in business? To help our customers achieve their goals. Simple as that.” John Varley, Group Chief Executive Barclays
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4. ITIL DEFINITION A Problem A cause of one or more incidents, the cause is not usually known at the time a Problem record is created, and the problem management process is responsible for further investigation. The Problem Process The process responsible for managing the lifecycle of all problems, the primary objectives of problem management is to prevent Incidents from happening and to minimize the impact of incidents that cannot be prevented.
7. Incident starts Incident detected User impact mitigated Service restored to pre incident level and set up Root cause analysis Identify root cause Apply fix Option 1 Option 2
8. IT’S NEVER GOING TO BE PERFECT “ A common mistake that people make when trying to design something completely fool proof is to underestimate the ingenuity of complete fools” Douglas Adams
10. Severity 1 High Severity A direct threat of damage to the image, reputation or credibility of the group. Multiple lines of business or locations critically affected. Severity 2 High Severity Significant degradation or outage affecting a line of business key services or locations Severity 3 Low Severity Minor degradation to a key service, business process or location or a more severe degradation or outage to a non critical service, business process or location Severity 4 Low Severity Small issue with localized scope typically affecting a single user. Can either be tolerated or worked around for an extended period of time due to its limited impact Before We Go Any Further Lets Define Our Severities
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13. Evolution Options Fight the gators Or Drain the swamp and find the gators a nice safe home THE CRITICAL POINT IN THE PROCESS DEVELOPMENT This is the point of no return
21. WHY CHANGE? WHY NOT? Continual service improvement ensures people don’t become complacent, and start to think they know things so well they cut corners, or they start to follow the process without thinking why.
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28. “ An environment of continual challenge will add value across your organisation not just to your processes”
We are all working to ensure the customers of the organisation we work for are able to use our products and services to do what they want when they want. For me that means every time customer logs onto internet banking it works When they go to the cash point it works When they walk into a branch the computers the staff use are working But its import for IT people to remember that they are part of a delivery chain and that they do not work in isolation, And neither do our processes they should all be focused to delivering improved service to the organisations customers if we remember to put yourself at the end of that supply chain it helps focus your attention on delivering a quality service.
Here are the ITIL based definitions This is the theory and as we all know putting the theory in to practice isn't as easy as it sounds, partly because in practice we have to deal with restrictions around time and resource. Implementing processes always carry's the danger of over engineering and this leads to poor take up, users not following the new processes and poor process performance. But we will come back to poor user acceptance of the processes later Process improvement doesn’t have to be based on ITIL processes it works for any process in any organisation, we’ll use the problem process as an example but continual service improvement is the way forward what ever your process do.
Sometimes things get a reputation and once the reputations in place it hard to remove Processes have acquired an unfair reputation , immediately you start talking about process people put up barriers they see processes as stifling initiative and inhibiting growth
It all sounds so simple that you would expect a one size fits all solution would be available, Often we charge headlong into process deployment in the belief that it’s going to solve all our problems and turn our organisation into a smoothly oiled high performance machine. In order to stop this charge we should always start with a feasibility study. The key to any implementation is review learn and evolve This sounds as simple as the problem definition In practice it’s the hardest part of the problem or any process It’s tough to think that you we’ve been wrong
With problem management perhaps the biggest issue around implementation is getting the practical split between incident management and problem management. At which point does ownership change User impact mitigated (work around in place) Service restored (past the work around perhaps we’ve gone to our backup system) My view service restored and infrastructure set up returned to original design. If we don’t wait until this point service recovery can move into problem management where it losses its time driven focus and moves to a quality driven focus. This can lead to dangerous exposure to repeat and potentially catastrophic failures.
So lets look at how a process evolves When we design our processes perhaps we should remember Before we do we need to remember that no matter how hard we try what we put in place isn’t going to work the same forever and at some point some how someone is going to break it. The trick is to learn each time process breaks down and develop the process amend and change to stop the same error occurring again it’s the same as running an IT System. If we believe the process to be faultless and that it’s the people who let us down we will have missed the point and will be driving headlong towards a brick wall If we accept that the processes may fail we could spend time considering how they may fail and put proactive countermeasures in place,
The problem process and its evolution this is a view built up from amalgamation of real processes although its not based around one specific organisation it is easy to imagine one organisation going along this particular path Lets picture an organisation that’s taking on the ITIL principles and setting out to implement its nice shiny new processes We’ll look at problem management and watch as it changes over time This may be years ago under version 1 or recently under version3 This process evolution could be viewed as moving from being a fire fighter to being a fire prevention Officer
During the presentation I’ll mention severities the decision was used to base the process on a 4 severity model your model may be different but most groups like to be able to differentiate at some level to a problem record
This first version that the organisation implemented was really little more than a set of rules and regulations policed by the problem management team. It did nothing more than ensure problem records were opened The more records there we’re the happy the team we’re The high volume of problem records managed were their pride on joy Was this an interesting team to work on ? Not really little ownership and not really and sense of achievement.
Version 2 This was the first and possible the hardest obstacle to overcome the realisation that what you thought was working effectively may not be as good as you thought its the first tipping point on the process evolutionary journey Some high level filters were put in place to remove system enhancements but the measures stayed focused on volumes and a drive to drive the volume of records down it was still an inwardly focused team Split into BAU low severity problem records and high severity whilst they were able to identify some key business focused records this often happened reactively when multiple repeat high severity incident occurred. The team started to build a reputation for delivering result in response to specific business requests But up to this point the process had built a swamp full of unknown dangers lurching just below the surface and some of these danger can be deadly MEASURES Still focused on process adherence and compliance, and a drive to reduce the volume of records So we have two options if we are to evolve further
They had our choices they could do the fun things or the right thing The organisation was now at the tipping point, They had built a swamp full of unknown dangers, the gators hiding beneath the surface. Now fighting the gators as they surface is always fun everyone likes to play the hero and pull of the last minute victory the overtime kick to win the game. And with the set up they had they now had the chance to be the hero's driving forward critical problem records when the business areas shouted loud enough. And as we all know this kind of work is fun. The other option they had was to do the right thing which was drain the swamp stop the massive flow of problem coming in and then move the gators to a nice safe home where they could be care for and managed simply and easily
the decision was made to do the right thing and take the major step forward in the process development. To do this an aggressive closure process was undertaken to clear away the mud and to build a new based line, All new problems were validated This started to remove records from the system This still lacked effective measure but having taken this large step the measure were going to be the next areas they attacked and as the momentum grew it was clear these measures were going to be more business focused
Having gone through the first versions they were now ready to really get problem management working for the organisation as a whole Validated records are logged and reviewed with the business areas to understand the full impact and prioritise the fix order. Prioritised list s were then reviewed with the technical areas to agree fix dates, these fix dates are then built into the technical areas measures they are measured against the number of dates they make or exceed Process now drives out solutions linked to business impact and need The processes ensures there is a controlled flow of problem records into system Implementing a provisional root cause time scale has also allowed them to ensure all areas remain focused on the root cause investigation as the record moves from the incident phase to the problem phase, No measure around the accuracy yet but one may well be on the way.
Have they now reached the end of the process Sadly the answer is no there are still many steps to take and perhaps you'll never get to the end in fact if anything once the initial reluctance to change has been overcome the process builds its own momentum So what might the next steps be
Well a drive to deliver faster and cheaper I’m sure will be something they want to consider, One way could be to blur the lines between the incident management teams and the problem management teams, end to end fix targets in place with clear accountability. They can also bring in some measures around the accuracy of the provisional root cause, the more accurate this is the quicker we can get to identifying the fix.
But if the first process was working , or the second why do we need to change Lets have a look at the reasons why we don’t change and then why we should.
Organisation have to overcome some very basic objections as they evolve their processes “ Why should we change something that’s working” does that sound familiar well first are you sure its really working Some people and some organisations are just resistant to change do what you do and you’ll get what you’ve also got and many people would say what we always got was good enough. Well just because they’re delivering what they always have and delivering what we expect of them to are the processes really doing what we need the to do. In many industries the requirements of the business areas change on a regular basis to meet the particular market demands of the industry and as such the requirements they have for the technology are likely to change as well if we don’t keep up with the changes in business requirements we can easily end up with a set of processes that are working well and doing what we want them to do but they are no longer meeting the real requirements of the organisation as a whole. Its this kind of approach that has historically been one of the reason why IT has ended up with such a poor reputation with business areas. In many cases whilst we run the existing processes even the requirements for the IT areas may have changed but fro some reason we still try and use the existing processes because they’re known, and comfortable like a pair of old sneakers.
We need to build a culture that continually asks could do this better. This isn’t change for changes sake just because its old doesn’t mean it doesn't work or that its not the best there is. This is change because change is needed, Its in our nature to drive forward The needs of the IT community change the platforms we use may change and require amendments to the process, as we’ve already mentioned the business needs will change and the processes must ensure we can change quickly to meet thee changes We shouldn’t be asking is it working, we should always be asking can we do this better
So if the organisation understands that it needs to continually improve its process how does it ensure that these processes remain functioning effectively, When processes fail to deliver what they are expected to its often down to the implementation Its very easy to become a process bully here and just say do it because I say so and its going to make things work more effectively. This approach is often used because its quick , and easy the training minimal and we can quickly tick the boxes on the deployment plan. Its much better to build understanding and acceptance with the users not only saying how to follow the new process but benefits to the organisation and much more importantly the benefits to them and their job. If we go through this type of implementation process which does take longer users feel ownership and with ownership come responsibility and a desire to make the process work in the best organisations the users will help reshape the process themselves for the benefit of the organisation.
There is a danger that the processes them selves actually stifle the performance of the organisation There can be a difference between theory and practice. In theory a process should deliver results but its often only when the processes are put under pressure that their true effectiveness shows and that depends on the people using them. If things go wrong and people blame the process you’re in trouble, Processes are not barricades' to hide behind they are instruments that we work with to deliver a solutions, they really show there worth when they are flexible and the people using them are able to amend them as they work to deliver the best out come.
People can follow the David Brent quote and lets be honest that’s often what happens. “ I did what the process said its not my fault” What organisations need are the right people and the right atmosphere Processes improve and organisations flourish when there is an atmosphere of Positive challenge if you say something doesn’t work Back that with why and show how it can be done better This is about more than complaining that something doesn't work because you don’t like it or disagree with it If you’re the owner of the process or the manager be ready to be challenged as the challenger may be able add even more value to your change Every process comes with a hidden built in a potentially toxic by-product that can have an adverse impact on the organisation, that by product is a set of behaviours
As we come towards the end today perhaps we’re coming to the point where we can say the process are now going to continue evolving without any more work and we can now rest and take the glory. Its not going to happen I’m afraid to tell you in case you hadn’t already guessed process them selves are not going to delivery for you no matter how good they are and how many steps along the evolutionary ladder they've come. Unless you continue to put in the effort . Ensure that the targets drive the right behaviours look unusual trends and change the targets regularly to meet the changing needs of the organisation and to stop people playing the systems/process. So if your behaviours are to work effectively the targets you measure need to change not to stop cheating but to make sure that you always reassess the drivers fro the process as over time these will change as we saw with our process evolution.
Every time you develop or review a process, walk through the process. Think of the possible issues that may be encountered, new process. One of the key points is to treat your processes just like any other IT tool. If the process fails, make sure you’re aware and start to review and amend the process. Each time we review our processes, we need to bring our skills and processes into play. Each time we review the processes, our response will be different. We just need to make sure that we do what’s right at the right time for the organisation as a whole.
Process on their own will not deliver you must ensure that no one can hide behind the process Always be open to change and always challenge what you do Evolution not revolution is the key most of the time, a slow Targets and behaviours can have devastating effects on the overall deliverables Business drivers are the key not the It wants For process to work and grow ownership is the key without ownership nothing is going to change Ideally you want the growth to come from with the teams as they identify process improvements This isn’t just something that work problem management this is the example but all processes need to be treated in the same way using continual service improvement, a major step forward in ITIL that’s been introduced in version 3.
This needs an environment of support and encouragement from the leadership team and a willingness to make changes suggested by junior members of staff It also needs the right leaders in place those who are prepared to be challenged not the easiest of people to find