Not Everyone is a Coward
The Ordinary World of OSR
Chaos...dust ..particles
Overwhelming waves of work
We could spiral downward at any moment.
There were villains.....
Then, a Call to Adventure
Refusal of the Call
But meanwhile, the bakers kept baking
If we become a true team, how will I outshine everyone?
What can I do to disrupt this process?
…some of us liked it the way it was
I function well in chaos!
Si Je PuisIf I Can…
The Meeting with the Mentor
In October of 2011, Jim begins meeting with the OSR team.
He does 3 crucial things
Reassures a very uncomfortable manager
1
Provides top cover
2
He helps us to establish simple rules and really enforces them
• ResAdmin• No status updates• Trouble shooting line
3
We freak out, we are accused of being “unsustainable,” “impersonal,” “lacking of customer service,” “the iron curtain”
Then, the Heijunka box arrives
It is no longer about who is the most organized but how the WORK is best
organized
The Heijunka begets…
Qualifications Matrix
Schedule
The Batters Box
7%30 Transactions per day
Which begets…
The Rapid Line
20%Which begets…
The Party Line
Which begets…
65%
Cradle to Grave Line
8%
Workflow
ResAdmin BATTERS BOX
RAPID LINE (3 Days)
CRADLE TO GRAVE (CTA + Negotiations)
PARTY LINE (Everything else)
Our work continues to be PDCA-ed
On February 23, 2011 we clear out over 208 pieces of WIP dating back to November of 2011, reducing the average backlog
of 268 pieces of WIP to 60. We emerge from that experience with increased commitment, enhanced strength, and deeply
united as a team
At Seattle Children’s Research Institute, OSR endeavors to go where Gemba will be…not where it has been.
We emerge transformed by our collective CPI experience, no longer fearful of the next round
of PDCA.
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