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management priorities– “Not my job”– Inadequate training– Information system problems– Authorisation sign off levels– Outdated / missing procedures– etc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