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KaizenKaizen EventsEvents:: AchievingAchieving RapidRapid ImprovementImprovement inin HealthcareHealthcare
KaizenKaizen EventsEvents::
AchievingAchieving RapidRapid ImprovementImprovement inin
HealthcareHealthcare SettingsSettings
Society for Health Systems
Orlando, FL
February 21, 2008
Company
LOGO
Building a Lean Enterprise
Building a Lean Enterprise
KAIZEN Kai Zen Break apart To change Study Make better EVENTEVENT RapidRapid ImprovementImprovement © 2008
KAIZEN
Kai
Zen
Break apart
To change
Study
Make better
EVENTEVENT
RapidRapid ImprovementImprovement
© 2008 Karen Martin & Associates
3
Improvement Roles Who? Accountability Tool Leadership “What has to happen” Value Stream Mapping / A3
Improvement Roles
Who?
Accountability
Tool
Leadership
“What has to happen”
Value Stream
Mapping / A3
Middle
Management
Workforce
“How it will happen”
Kaizen Events
© 2008 Karen Martin & Associates
4
StrategicTactical
Value Stream Defined Value Stream: All of the activities, required to satisfy a customer need
Value Stream Defined
Value Stream: All of the activities, required to
satisfy a customer need from request to receipt.
Value Stream
Process
Process
Process
Customer
Customer
Customer
Request
Receipt
“Order”
“Delivery”
© 2008 Karen Martin & Associates
5
Typical Healthcare Value Stream “Pre-Production” Appointment or Need Admission Determined Scheduled Start
Typical Healthcare Value Stream
“Pre-Production”
Appointment
or
Need
Admission
Determined
Scheduled
Start
Patient
Evaluation
Diagnosis
Patient
Patient
Arrival /
&
&
Discharged
Follow-up
Admission
Testing
Treatment
“Production”
Payment
Claim
Received
Submitted
End
“Post-Production”
© 2008 Karen Martin & Associates
6
Individual vs. System Performance Systems focus = 0ptimal value stream performance Isolated pockets of excellence
Individual vs. System Performance
Systems focus =
0ptimal value stream
performance
Isolated pockets of excellence =
sub-optimization risk
© 2008 Karen Martin & Associates
7
Customer Demand: Current State Value Stream Map Outpatient Imaging Services 15 patients per Day (Takt
Customer Demand:
Current State Value Stream Map
Outpatient Imaging Services
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Pre-register
Schedule
Patient
Appointment
Refer Patient
Patient
(Physician)
2
5 4
2
1
Lead Time = 990 mins.
6
3 Lead Time = 12 mins.
Cycle Time = 30 mins.
Lead Time = 990 mins.
% C&A = 100 %
Cycle Time = 11 mins.
Lead Time = 12 mins.
% C&A = 98 %
% C&A = 65 %
Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Symposium
E Pay
Excel
ADS
Meditech
Internet
Fax Order
PACS
Waiting Room
Solutions
Management
Rework Loop
via Fax 25% of
the time
System
Lead Time = 10 days
Read/Dictate
Print
Send
Check-in
Check-in
Patient
Prep Patient, Conduct
Exam, Transmit
Images (Tech)
Exam
(Radiologist)
Review / Sign
Report
(Radiologist)
Reports
Reports
Patient
(Imaging)
(Imaging)
(Admitting)
(Imaging)
Transcribe Report
(MDI)
5 mins.
5 mins.
80 mins.
248 mins.
8 365 mins.
9
11 120 mins.
6 12
960 mins.
110 mins.
2
2
5
5
3
6
2
7
2 10
Cycle Time = 2 mins.
% C&A = 90 %
Cycle Time = 1 mins.
% C&A = 98 %
Cycle Time = 28 mins.
% C&A = 90 %
Cycle Time = 15 mins.
% C&A = 95 %
Lead Time = 5 mins.
% C&A = 75 %
Cycle Time = 1 mins.
% C&A = 95 %
Cycle Time = 1 mins.
% C&A = 99 %
Cycle Time = 3 mins.
% C&A = 90 %
0.0833 hrs.
0.0833 hrs.
1.33 hrs.
4.13 hrs.
6.08 hrs.
16 hrs.
1.83 hrs.
2 hrs.
LT = 32.5 hrs.
2 mins.
1 mins.
28 mins.
15 mins.
5 mins.
1 mins.
1 mins.
3 mins.
CT = 56 mins.
CT/LT Ratio = 2.87%
Value Stream Champion: Paul Scanner
Rolled First Pass
yield = 30%
Created July19, 2005
Key Metrics: Time Process time (PT) The time it takes to actually perform the work,
Key Metrics: Time
Process time (PT)
The time it takes to actually perform the work, if one is
able to work on it uninterrupted
Includes “think” time if process is analytical in nature
aka “touch time,” work time, cycle time
Lead time (LT)
The elapsed time from the time work is made available
until it’s completed and passed on to the next person or
department in the chain
aka throughput time, turnaround time, elapsed time
© 2008 Karen Martin & Associates
9
Value Stream Lead Time vs. Process Time Lead Time Process Time Order Delivery (Request) (Receipt)
Value Stream Lead Time vs.
Process Time
Lead Time
Process Time
Order
Delivery
(Request)
(Receipt)
LT = PT + Delays
© 2008 Karen Martin & Associates
10
Process Block Lead Time vs. Process Time Lead Time Process Time Work The time it
Process Block Lead Time vs.
Process Time
Lead Time
Process Time
Work
The time it takes
to do the work
Work
Received
passed
to next
step
LT = PT + Delays
© 2008 Karen Martin & Associates
11
Key Metrics: Quality %Complete and Accurate (%C&A) % time downstream customer can perform task without
Key Metrics: Quality
%Complete and Accurate (%C&A)
% time downstream customer can
perform task without having to “CAC”:
Correct information or material that was
supplied
Add information that should have been
supplied
Clarify information that should have been
clear
© 2008 Karen Martin & Associates
12
Summary Metrics (continued) Activity Ratio (AR) The percentage of time work is being done to
Summary Metrics (continued)
Activity Ratio (AR)
The percentage of time work is being done to
the product passing through the process
AR = PT/LT × 100
100 – AR = Idle time
Rolled First Pass Yield (RFPY)
%C&A × %C&A × %C&A × …
Out of 100 occurrences, what percentage of
the time does the product pass through the
entire process error-free?
© 2008 Karen Martin & Associates
13
Future State Value Stream Map Outpatient Imaging Services Customer Demand: 15 patients per Day (Takt
Future State Value Stream Map
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Cross
Standard
Training
Work
Work
Co-locate
Balance
Schedule appt
Pre-register
Patient
Refer Patient
1
(Physician)
3
2
6
Lead Time = 45 mins.
Cycle Time = 11 mins.
Lead Time = 45 mins.
% C&A = 98 %
% C&A = 85 %
Lead Time = 5 days
Standard
Auto
Fax 80%
Work
Risk
Us Mail 15%
Reduction
MD
Mailbox 5%
(Joint Commision)
Symposium
E Pay
Excel
Meditech
Internet
Fax Order
PACS
Waiting Room
Solutions
Management
System
Rework Loop
via Fax 10% of
the time
Value Stream
5S
Pull System
Remove
Reduce Data
Voice
Alignment
(Supplies
Redundant
Entry
Recognition
Kanban)
Check-in
Requirements
Set-up
Continuous
Standard
Standard
Visual
Batch
Reduction
Flow
Work
Work
Workplace
Reductions
Prep Patient,
Read/Dictate
Review
Print
Send
Check-in
Conduct Exam,
Exam
/Sign
Reports
Reports
Patient
Transmit Images
(Radiologist)
(Radiologist)
(Imaging)
(Imaging)
(Imaging)
(Tech)
5 mins.
6
7
2 mins.
8
30 mins.
9
60 mins.
120 mins.
420 mins.
2
2
2
6
3
4
5
2
Cycle Time = 1 mins.
% C&A = 98 %
Cycle Time = 28 mins.
% C&A = 90 %
Cycle Time = 15 mins.
% C&A = 95 %
Cycle Time = 1 mins.
% C&A = 95 %
Cycle Time = 1 mins.
% C&A = 99 %
Cycle Time = 3 mins.
% C&A = 90 %
0.0833 hrs.
1 hrs.
2 hrs.
7 hrs.
0.0333 hrs.
0.5 hrs.
LT = 11.4 hrs.
1 mins.
28 mins.
15 mins.
1 mins.
1 mins.
3 mins.
CT = 49 mins.
CT/LT Ratio = 7.14%
Rolled First Pass
yield = 59%
Value Stream Champion: Paul Scanner
Created July20, 2005
Outpatient Imaging Improvement Results Metric Current State Projected Future State % Improvement Lead Time 32.5
Outpatient Imaging
Improvement Results
Metric
Current State
Projected
Future State
% Improvement
Lead Time
32.5 hrs
11.4 hrs
65%
Process Time
56 Mins
49 Mins
13%
Activity Ratio
2.9%
7.1%
145%
RFPY
30%
59%
97%
# steps
11
8
27%
Report rework
25%
10%
60%
Tech Morale
Poor
Good
Significant
© 2008 Karen Martin & Associates
15
Future State Implementation Plan Value Stream Outpatient Imaging Implementation Plan Review Dates Executive Sponsor
Future State Implementation Plan
Value Stream
Outpatient Imaging
Implementation Plan Review Dates
Executive Sponsor
Allen Ward
11/1/2007
Value Stream Champion
Sally McKinsey
11/21/2007
Value Stream Mapping Facilitator
Dave Parks
12/13/2007
Date Created
10/18/2007
1/10/2008
Block
Implementation Schedule (weeks)
Date
Goal / Objective
Improvement Activity
Type
Owner
#
1
2
3
4
5
6
7
8
9
10
11
12
Complete
2
Improve quality of referral
Implement standard work for referral
process
KE
Sean O'Ryan
Reduce lead time beween schedulingand
preregistration steps
Dianne
3, 4
Cross-train and colocate work teams
PROJ
Prichard
5, 6
Eliminate the need for two patient check-
ins
Michael
Collect copays in Imaging
KE
O'Shea
Dianne
6
Eliminate bottleneck in waiting area
Balance work / level demand
KE
Prichard
9
Eliminate lead time associated with
transcription step
Implement voice recognition technology
PROJ
Sam Parks
10
Eliminate batched reading
Reduce setup required
KE
Sam Parks
Michael
7
Reduce inventory costs, regulatory risk
and storage needs
5S CT supplies area; implement kanban
KE
O'Shea
12
Reduce delay in report delivery
Implement additional fax ports
PROJ
Martha Allen
12
Reduce delay in report delivery
Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)
KE
Martha Allen
Approvals
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered,
Kaizen Event – Definition
A two- to five-day focused improvement
activity during which a sequestered, cross-
functional team designs and fully
implements improvements to a defined
process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike Osterling
The Kaizen Event Planner, 2007
© 2008 Karen Martin & Associates
17
Kaizen Events: Defining Characteristics Typically linked to a value stream map Aggressive, measurable objectives
Kaizen Events: Defining
Characteristics
Typically linked to a value stream map
Aggressive, measurable objectives
Sequestered cross-functional team (100% focus)
Short duration: 2-5 consecutive days
Professionally facilitated
Emphasis on the elimination of unnecessary non-
value-adding activities
Low cost
Define and exploit the “technical boundaries” of existing
resources
“Creativity before capital” thinking
Rapid Implementation (during the event)
Not simply planning for change
© 2008 Karen Martin & Associates
18
ACTION!
ACTION!
Examples of Healthcare Kaizen Events Patient flow Administrative Imaging Emergency Department Surgery OB/GYN
Examples of Healthcare
Kaizen Events
Patient flow
Administrative
Imaging
Emergency Department
Surgery
OB/GYN
Cardiac
Ancillary services
Payroll
Recruiting/hiring
process
Claims
Medical Records
Physician
Credentialing
Lab / pathology
turnaround
Space
5S Nursing areas
5S Laboratory
© 2008 Karen Martin & Associates
20
5-Day Kaizen: Sample Structure Day 1 & 2 Plan Analyze current state and perform root
5-Day Kaizen: Sample Structure
Day 1 & 2
Plan
Analyze current state and
perform root cause analysis;
design future state
Day 3 & 4
Do, Check
Design & test improvements
using Lean tools; obtain
buy-in
Day 5
Check, Act
Finalize improvements; train
process workers and
affected stakeholders;
provide closeout briefing;
CELEBRATE!
© 2008 Karen Martin & Associates
21
Interim Briefings to Leadership Every day or two Team presents their ideas; leadership assures team
Interim Briefings to Leadership
Every day or two
Team presents their ideas; leadership assures team
has considered all options and thought through all
implications
Leadership’s role – not to say “no”
To say “Have you considered this?” “How would we
handle…?” “What if…?”
Workforce grows stronger as they learn how to
identify and eliminate waste
Leadership grows stronger as they’re able to shift
their focus to strategic planning, performance
monitoring, and coaching staff.
© 2008 Karen Martin & Associates
22
Kaizen Event Phases Planning Execution 2-5 Days 4-6 Weeks Prior Follow Up 4-8 Weeks Post
Kaizen Event Phases
Planning
Execution
2-5 Days
4-6 Weeks Prior
Follow
Up
4-8 Weeks Post
© 2008 Karen Martin & Associates
23
Kaizen Event Charter Event Scope Leadership Schedule Value Stream Imaging Executive Sponsor Allen Ward Dates
Kaizen Event Charter
Event Scope
Leadership
Schedule
Value Stream
Imaging
Executive Sponsor
Allen Ward
Dates
3/24 - 3/27/2008
Event Name
Outpatient Imaging
Value Stream
Specific Conditions
CT Scans
Sally McKinsey
7:30 am - 4:30 pm
Champion
Start & End
Times
Process Trigger
Referral from physician
Facilitator
Dave Parks
Location
Conference Room A
First Step
Physician's office calls scheduling department
Interim
Team Lead
Sean Michaels
Every day 3:30 - 4:30
Last Step
Referring physician receives report
Briefings
Workforce
3/27/2008; TBD (11 am - 1 pm)
Event Boundaries &
Limitations
Training
$1,000 budget
No major program changes to Medi-Tech
Event Coordinator
Ann Marie
Team
3/27/2008
Presentation
3:30 - 4:30 pm
Event Drivers / Current State Issues
Team Members
1
Losing patients to new outpatient imaging center
Function
Name
2
Referring physician complaints re: slow report turnaround
1
3
Patient dissatisfaction re: "hassle factor"
2
4
100% tech turnover in 6 months
3
5
4
Event Goals and Objectives
5
1
Improve quality of referral from 65% to 90% (38% improvement)
6
2
Eliminate patient check-in at Admitting
7
3
Reduce LT for report sign-off from 16 hrs to 7 hrs (65% improvement)
8
4
Reduce waiting area time from 3 hrs to 30 mins (83% improvement)
9
5
10
Potential Deliverables
On-Call Support
1
Standard work for referral process / patient education piece
Function
Name
2
1
Radiologist practice president
Marlene Diosdado
3
2
IT
Jerry Gambrell
4
3
MD advisotry board pres
Dave Madden
5
4
Possible Obstacles
Approvals
1
Potential Joint Commission surprise audit
Executive Sponsor
Value Stream Champion
Facilitator
2
No backup if a non-team member tech calls in sick
Allen Ward
Sally McKinsey
Dave Parks
3
Signature:
Signature:
Signature:
4
Date:
Date:
Date:
Scoping: Refining the Focus Outpatient Nuc Med MRI CT X-Ray Imaging Inpatient Nuc Med MRI
Scoping: Refining the Focus
Outpatient
Nuc Med
MRI
CT
X-Ray
Imaging
Inpatient
Nuc Med
MRI
CR
X-Ray
© 2008 Karen Martin & Associates
25
Kaizen Event Facilitator Traits Skills / Knowledge Lean tools Root cause analysis Project & time
Kaizen Event Facilitator Traits
Skills / Knowledge
Lean tools
Root cause analysis
Project & time management
Team building / facilitation
People effectiveness – from front line workers to execs
Authority / Respect
Designated change agent / influence leader
Trustworthy
Comfortable removing obstacles & reaching out to senior leadership
Personality / Energy
Challenging, yet supportive
Positive, upbeat, energetic
Pushy without irritating ☺
Objectivity / Fairness
No attachment to outcome
© 2008 Karen Martin & Associates
26
The Kaizen Team The single greatest determinant of event success No more than 10 Cross-functional
The Kaizen Team
The single greatest determinant of event success
No more than 10
Cross-functional composition
Process workers
Upstream suppliers (internal)
Downstream customers (internal)
Subject matter experts
Outside eyes
External suppliers / contractors
External customers
Administrative support (if needed)
Union representatives (if relevant)
Maintenance / facilities representatives
Management (limited representation)
Sequestered; Must be relieved of regular duties
© 2008 Karen Martin & Associates
27
Kaizen Event Phases Planning Execution 4-6 Weeks Prior 2-5 Days Follow Up 4-8 Weeks Post
Kaizen Event Phases
Planning
Execution
4-6 Weeks Prior
2-5 Days
Follow
Up
4-8 Weeks Post
© 2008 Karen Martin & Associates
28
Team Dynamics Adjourning Performing Norming Storming Tuckman Model Bruce Tuckman, 1965 Forming © 2008 Karen
Team Dynamics
Adjourning
Performing
Norming
Storming
Tuckman Model
Bruce Tuckman, 1965
Forming
© 2008 Karen Martin & Associates
29
Kaizen Commandments – “Top Twelve” 1. No interruptions from outside the Event. 2. No veto
Kaizen Commandments – “Top Twelve”
1. No interruptions from outside the Event.
2. No veto power from outside the team.
3. Rank has no privilege.
4. Abandon departmental / silo thinking.
5. Finger-pointing has no place.
6. Avoid scope creep.
7. Use creativity before capital.
© 2008 Karen Martin & Associates
30
Kaizen Commandments (continued) 8. Think “yes, if…” instead of “no, because…” 9. Get good data,
Kaizen Commandments (continued)
8. Think “yes, if…” instead of “no, because…”
9. Get good data, then add experience and
“instinct” to the mix.
10. Seek the wisdom of ten rather than the
knowledge of one.
11. Keep an open mind. Challenge existing
paradigms. Challenge everything!
12. Improvements implemented today are
better than planning to implement in the
future.
© 2008 Karen Martin & Associates
31
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize
Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
Plan
Do
Check
Act
© 2008 Karen Martin & Associates
32
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
© 2008 Karen Martin & Associates
33
Current State Documentation Tools/Activities Go to Gemba Spaghetti Diagrams Calculate motion / transportation costs
Current State Documentation
Tools/Activities
Go to Gemba
Spaghetti Diagrams
Calculate motion / transportation costs and
productivity losses
MBPM
Videotape
Product samples
Floor plans / blueprints
Photos
Process measurements
© 2008 Karen Martin & Associates
34
What to Look for at Gemba “Waste walk” Workplace organization Variation in how the work
What to Look for at Gemba
“Waste walk”
Workplace organization
Variation in how the work is performed
Work-in-process
Quantity, oldest in queue, “problem” work, etc.
Layout
Where people are located relative to their upstream
suppliers and downstream customers
Where people, equipment, and supplies are located
relative to each other
Ergonomic concerns
Environmental issues – noise, temperature, air
quality, etc.
© 2008 Karen Martin & Associates
35
First, Seek to Understand: Go to Gemba
First, Seek to Understand: Go to Gemba
Spaghetti Diagram Emergency Services Waiting Area Physician Vitals Office Benefits Check-out / Billing
Spaghetti Diagram
Emergency Services
Waiting Area
Physician
Vitals
Office
Benefits
Check-out
/ Billing
Verification
Imaging
Exam
Room
Patient
History
Laboratory
ORDER
CASH
The Cost of Unnecessary Motion Distance traveled to printer Work Group A = 92 ft.
The Cost of Unnecessary Motion
Distance traveled to printer
Work Group A = 92 ft. per occurrence
Work Group B = 696 ft. per occurrence
120 occurrences / day = 4,656 miles/year
Walk pace = 1 mile per hour = 582 days/year of
unproductive, non-value-adding time = 2.2 FTEs
© 2008 Karen Martin & Associates
38
Understand the Current State: Metrics-Based Process Mapping (MBPM)
Understand the Current State:
Metrics-Based Process Mapping (MBPM)
Future State Projected Results Summary Metrics Pre-Defined Performance Metrics Current State Projected Future State
Future State Projected Results
Summary Metrics
Pre-Defined Performance Metrics
Current State
Projected Future State
Desired Direction
Projected
Metric
Value
Units
Value
Units
Up
Down
Improvement
Critical Path PT Sum
140.0
minutes
65.0
minutes
53.6%
Critical Path LT Sum
2325.0
minutes
405.0
minutes
82.6%
Activity Ratio
6.0
%
16.0
%
166.5%
Rolled First Pass Yield
23.8
%
75.3
%
217.1%
# of Activities
16
activities
8
activities
50.0%
Staffing Metrics
Current State
Projected Future State
Projected
Metric
Value
Units
Value
Units
Change
Sum of Total PTs
155.0
minutes
65.0
minutes
-58.1%
Occurrences per Year
37500
occurrences
37500
occurrences
0.0%
Staffing Requirements
46.6
FTEs
19.5
FTEs
-58.1%
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
© 2008 Karen Martin & Associates
41
Root Cause Analysis © 2008 Karen Martin & Associates 42
Root Cause Analysis
© 2008 Karen Martin & Associates
42
Root Cause Analysis Waste is a symptom. Causes often lie very deep. Must discover the
Root Cause Analysis
Waste is a symptom.
Causes often lie very deep.
Must discover the root cause to:
Avoid band-aid fixes
PERMANENTLY eliminate the waste.
© 2008 Karen Martin & Associates
43
Key Root Cause Analysis Tools Five Whys Cause-and-Effect diagrams (aka Fishbone or Ishikawa diagrams) Check
Key Root Cause Analysis Tools
Five Whys
Cause-and-Effect diagrams (aka Fishbone
or Ishikawa diagrams)
Check Sheets / Pareto Charts
© 2008 Karen Martin & Associates
44
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
© 2008 Karen Martin & Associates
45
PACE Improvement Prioritization Chart 9 22 17 4 23 8 21 3 10 13 5
PACE Improvement Prioritization Chart
9
22
17
4
23
8
21
3
10
13
5
1
16
15
20
14
19
6
7
11
2
18
12
High
Low
Anticipated Benefit
Ease of Implementation
Difficult
Easy
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
© 2008 Karen Martin & Associates
47
Building a Lean Enterprise
Building a Lean Enterprise
Standardize Work
Standardize
Work
Install Kanban OK Time to Replenish © 2008 Karen Martin & Associates 50
Install Kanban
OK
Time to Replenish
© 2008 Karen Martin & Associates
50
Organize the Workplace BEFORE AFTER
Organize the Workplace
BEFORE
AFTER
Execution Phase Activities Document the Current State Perform Root Cause Analysis Brainstorm and Prioritize
Execution Phase Activities
Document the Current State
Perform Root Cause Analysis
Brainstorm and Prioritize Improvements
Design the Improvement(s)
Test the Design(s)
Finalize the Design(s)
Implement the Improvement(s)
Celebrate!
© 2008 Karen Martin & Associates
52
Implementation = Training Training must occur within the Kaizen Event itself. Therefore, it must be
Implementation = Training
Training must occur within the Kaizen
Event itself.
Therefore, it must be innovative
Stand-up sessions at the work site
Multiple offerings in a conference room
Conference call sessions
Voice mail blasts
Web-based support
Email blasts (NEVER sole training method!)
Designated mentors
© 2008 Karen Martin & Associates
53
54
54
 

Kaizen Event Final Presentation Agenda

 

Value Stream Champion

 

Event Name

 
 

Facilitator

 

Event Dates

 
   

Agenda Item

Presenter(s)

 

Opening Comments

   

1

• Team introductions

 

• Agenda

• "Rules" for attendees

 

Scope and Objectives

   
 

• Process being addressed

 

• First & last steps

2

• Specific conditions

• Event drivers / current state issues

• Objectives

 

• Boundaries & limitations

 

"Before" Condition

   

3

• VSM and/or MBPM review

 

• Relevant metrics

• Photos (if relevant)

 

Key Improvements Implemented

 

4

• Key improvements and accomplishments implemented during the event

• Tools used

 
 

"After" Condition

   

5

• New process description

 

• Projected results (direct and collateral)

6

Key Open Action Items

   
 

30-Day List

 

Sustainability Plan

   

7

Potential obstacles that could prevent attaining projected performance levels

55

Kaizen Event Phases Planning Execution 4-6 Weeks Prior 2-5 Days Follow Up 4-8 Weeks Post
Kaizen Event Phases
Planning
Execution
4-6 Weeks Prior
2-5 Days
Follow
Up
4-8 Weeks Post
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Sustaining Improvement Hold weekly follow-up meetings Full team presence highly desirable Event Facilitator or VS
Sustaining Improvement
Hold weekly follow-up meetings
Full team presence highly desirable
Event Facilitator or VS Champion leads
Monitor process, refine if needed
Transition improvement oversight from Kaizen
Team to area supervision/management
Execute Sustainability Plan
Update VSM
Conduct 30-Day and 60-Day Audits
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Plan to Succeed – The Sustainability Plan

Plan to Succeed – The Sustainability Plan 58

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Sustainability Plan – Page 2

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Additional Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 (858) 677-6799
Additional Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
(858) 677-6799
ksm@ksmartin.com
© 2008 Karen Martin & Associates
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