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Introduction to lean and Rapid Improvement Event methodology
Sharon SlaneOrganizational Development
ConsultantDec 09
RAPID RAPID IMPROVEMENT EVENTTeam Member Name……………………………..
Doing More With Less
• Increasing the utilisation of scarce resources
• Increasing productivity and service simultaneously
Where Lean Comes From
• Developed by Toyota as the Toyota Production System over the last 50 years
• “Lean” title applied by Dan Jones & James Womack
• Lean now spreading throughout the public sector, Service sector and the NHS
• The same principles apply
Toyota’s Lean Strategy“Brilliant process management is our strategy.We get brilliant results from all of our peoplemanaging brilliant processes.”
-Senior Toyota Executive (Toyota is still the most financially secure car
maker. Small loss 08/09 versus edge of bankruptcy for the “big 3”
It’s All About People
It’s going to mean a shorter trip, less trips and a quicker arrival at an end point for a significant proportion of our patients who have worrying symptoms.” Mr Chris Goodman, Consultant Urologist, Clinical Leader
It’s been an intense week. We were able to change things quickly that might have taken months, years if we hadn’t taken the time out. Mr Paul Halliday, Consultant Urologist
It’s going to be far better for staff. I think they feel they’ve been listened to this week. Dawn Sturrock, Urology Clinical Team Manager
Establish value in the eyes of patients & service users
Make value flow with no
interruptions
Pull what you want when you want it
Search for perfection with no
waste
Map the total patient and service user
value streams
Lean PrinciplesJones & Womack, Lean Thinking-Revised, 2000
Spectacles
Film processing
Direct sales
Internet
Changing Customer Expectations
Improve Efficiency and Service Levels
• Improve Service Delivery• Be responsive to
demands• Lower costs• Increase productivity• Reduce stress• Improve morale
• Eliminate wasted time• Everywhere
Blockages to Flow & Time Wasters
• Wrong information• Too many things in process at one time• Correcting other people’s errors • Waiting for
– Approvals– Supplies– Other people
• Too many handovers• People walking too far• Etc
Causes of Blockages & Waste
– Functional organisations, silos – Management measures and controls– Changing management priorities– “Not my job”– Inadequate training– Information system problems– Authorisation sign off levels– Outdated / missing procedures– etc
Seeing Blockages and Waste
Waste is anything that does not
Add Value
for the patient/service user
If you are not Adding Value
what are you adding?
Lean and Value Add
• Lean is about identifying operations
that Add Value and causing them to
FLOW without interruption.
Focus on Blockages to Flow & NVA
Eliminating Non Value-Add has a major impact on
Quality, Cost and Service Delivery
Value-Add
Essential Non Value-Add
Non Value-Add activity
Elapsed time line
Rapid Improvement Event
•Rapid Improvement Event [RIE]- Common “Kick-start” to Continuous
Improvement– A key tool in the Lean toolkit– Doing more with less– Major, sustainable, organisation improvements
- FAST
“ An RIE is about deliberately constructing an environment where the RIE Team can create and rapidly implement ideas in order to resolve critical organisational issues in a sustainable way”
Stuart Ross, Ross International
Rapid Improvement Event
Rapid Improvement Event Rules• Be open to change - Stay positive• Speak out if you disagree• See waste as opportunity - No blame• Treat others as you want to be treated• One person - One vote• Ask the “silly” questions, challenge “givens”• Creativity before capital• Understand the Lean Principles then
JUST DO IT
Initial Discussions Possible RIE topic
identified
Executive Sponsor Meeting
Pre-team meeting
Management meeting
Starting with the End in Mind
Awareness sessions
Follow Up Meeting with Project Lead
Core team meeting
Final Report Out (90-120days)
RIE EVENT
RIE Readiness tool utilised with project lead & Project lead
Ongoing discussions with management as to OD involvement required
Offline meetings with management & project lead as to
session content and outcomes
OD debrief offered to Team post event
Continuous RIE Facilitator support
Rapid Improvement Event Process
OD Involvement Process Timeline
2 Weeks
3 Weeks
2-3 Weeks
2-3 Weeks
These sessions may be combined
1 Week
3-4 months
The Event week is 5 consecutive days or designed around the
service need
Data Collection/current statei.e.SIPOC VOC & VSA
The Agenda for an RIE
Setting the scene• Training on the Lean principles• Preparing for visits
Day 1
The Agenda for an RIE
Setting the scene• Training on the Lean principles• Preparing for visits
Observing the current process• Map process to see waste & blockages to
flow• Identifying the root causes of problems
Day 1
Day 2
The Agenda for an RIE
Setting the scene• Training on the Lean principles• Preparing for visits
Observing the current process• Map process to see waste & blockages to
flow• Identifying the root causes of problems
Designing and sharing the new processes• Long day !!!!!
Day 1
Day 2
Day 3
The Agenda for an RIE
Setting the scene• Training on the Lean principles• Preparing for visits
Observing the current process• Map process to see waste & blockages to
flow• Identifying the root causes of problems
Designing and sharing the new processes• Long day !!!!!
Looking for acceptance• Sharing, listening, modifying
Day 1
Day 2
Day 3
Day 4
The Agenda for an RIE
Setting the scene• Training on the Lean principles• Preparing for visits
Observing the current process• Map process to see waste & blockages to
flow• Identifying the root causes of problems
Designing and sharing the new processes• Long day !!!!!
Looking for acceptance• Sharing, listening, modifying
Reporting what has been doneFollow-through planning
Day 1
Day 2
Day 3
Day 4
Day 5
Change Acceleration Message
AcceptanceQuality Effectiveness
* Stolen with pride from GE
*Q x A = E
Just Do It
•Go to the workplace•Identify a Problem•Try a Solution•Think out of “silos”•Think best overall process•Learn from Doing•Analyse the Facts•Make Further Improvements
Everybody Wins
Front line staff
Better processIdeas for change“Being listened to
and allowed to shape the process
we work in”
Organisation
Key indicators improved
QualityCost
DeliverySafetyMorale
Patients/Service users
Increased Satisfaction
SaferBetter quality
Better predictabilityLower costs
7 Wastes of Lean
Sound familiar?
7 w7astes of leanExercise: Can you think of example in your workplace?The 7 Wastes of Lean
QUESTIONS / COMMENTS