Dr. Gregory Jacobson Chief Product Officer and Co-Founder greg@kainexus.com

Mark Graban VP of Innovation and Improvement Services

mark@kainexus.com

COPYRIGHT 2014 , KAINEXUS LLC

Special  Webinar  with  Greg  &  Mark  

http://www.gembaacademy.com/webinars/graban-ideas.html

Agenda  

•  Proven  Improvement  Models    (20  minutes)  •  KaiNexus  Demo  (20  minutes)  •  Q&A  (15  minutes)  – Use  GoToMeeCng  Chat  Box  – SMS  to  001-­‐817-­‐372-­‐5682  

“Start  from  Why”  

•  What  problem(s)  are  we  solving?  

•  Industries  are  increasingly  compeCCve  

•  OrganizaCons  focus  on  a  balanced  scorecard  –  Safety,  Quality,  Delivery,  Cost,  Morale  

–  The  goal  is  long-­‐term  business  success  through  innovaCon  and  improvement  

Common  Challenges  

• We  all  say  innovaCon  &  improvement  are  important  

•  Are  we  “walking  the  walk?”  •  Improvement  is  hard  work  •  Are  we  doing  all  we  can  to  foster  innovaCon  and  improvement?  

Characteris?cs  of  a  Culture  of  Con?nuous  Improvement    

1.  SystemaCc  quality  methodology  –  Such  as  Lean,  Six  Sigma,  CAPA,  WorkOut,  PDSA,  etc.  –  Consistently  applied  

2.  EffecCve  leadership  –  “Adding  energy  to  the  system”  –  SupporCve,  coaching,  driving  toward  meaningful  goals  –  ConnecCon  to  mission  &  purpose  

3.  Enabling  technology  –  Connect  people  to  make  improvement  easier  –  CollaboraCng,  sharing,  tabulaCng  improvements  

Journal  Published  Results  

Proven  Principles  

•  For  innovaCon  and  improvement  to  happen:  – It’s  not  just  about  tools  and  techniques  – OrganizaCons  must  define  principles  and  mindsets  that  will  be  pracCced  consistently  

Improvement  Principles  

ConCnually  improve,  with  no  idea  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.

Improvement  Principles  

All  ideas  are  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.

Improvement  Principles  

A  major  source  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.

Improvement  Principles  

Focus  on  low-­‐cost,  low-­‐risk  improvements,  not  just  large-­‐scale  innovaCons  

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.

Improvement  Principles  

Empower  the  worker  to  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.

What  KaiNexus  Manages  

OI  

What  KaiNexus  Manages  

OI   OI  

Task Task

What  KaiNexus  Manages  

Project  

Event  

OI   OI   OI   OI   OI   OI  

Task Task Task Task Task

Project/Event/Class  

Event  Project/Event/Class  

Strategic Initiatives

Com

plet

ed

Enter OI

Leader(s) notified

OI assigned

Evaluate & Implement tasks, files, teams, data

Resolve & quantify impact

Broadcast

Recognition, history & metrics

Opportunity  for  Improvement  Lifecycle  

Technology  Demo  

Total  Impact  2,977  Completed  Improvements  

(Actual  customer  results  as  of  March  2014)  $17,014,102    |    $6,000  per  person      

–  $3,042,419  in  Recurring  Cost  Savings  Per  Year  

–  $4,208,832  in  One-­‐Time  Cost  Savings  

–  $5,104,267  in  Recurring  Revenue  GeneraCon  Per  Year  

–  $1,221,345  One-­‐Time  Revenue  GeneraCon  

 

�  115,812  Hours  Saved  Per  Year  (Est.  $3,437,239  Sol  Savings  

�  1,294  Quality  Improvements  �  358  Safety  Improvements  (PaCent/

Customer/Staff)  

�  1297  SaCsfacCon  Improvements    (PaCent/Customer/Staff)  

 

(Actual customer results as of March 2014)

KaiNexus  Services  

KaiNexus  Coaching  

•  Ongoing  remote  expert  coaching  on  OI  acCvity    –  Via  KaiNexus  –  Email  or  phone  –  Web  conference  

KaiNexus  Consul?ng  

•  Intensive  on-­‐site  educaCon,  training,  and  coaching  –  Working  with  leaders  –  Coaching  in  the  workplace  –  Behaviors  and  culture  

•  Offerings  include:  –  Daily  Kaizen  ConsulCng  –  KaiNexus  WorkOut  

“100-­‐Day  WorkOut”  

•  Origins  in  General  Electric  •  Used  successfully  by  many  types  of  organizaCons  

•  Focused  100-­‐Day  effort  – Kickoff  meeCng  – 30  and  60-­‐day  check-­‐in  meeCngs  – Final  celebraCon  aler  100  days  

Vanderbilt  WorkOut  

KaiNexus  &  WorkOut  

“KaiNexus  helped  us  because  of  the  database  that  it  has  and  the  tracking  that  it  allows  us  to  do.  We  can  track  financial  benefits.  It  allows  us  to  quanCfy  things  such  as  quality  iniCaCves.      KaiNexus  is  such  a  powerful  planorm.  You  can  use  it  in  so  many  different  ways.”  

Suz  Kaprich  

The  Right  Time  for  KaiNexus?  

Ques?ons  

•  Web:  – www.KaiNexus.com  

•  Email:  – greg@KaiNexus.com  – mark@KaiNexus.com    

•  Book  –  free  first  chapter:  – www.hckaizen.com/kaizenpreview