ci steering committee retreat 2017 cisc 2017 … · ci steering committee retreat 2017 cisc 2017...

CI Steering Committee Retreat 2017CISC 2017 Proposals

Caroline XAmy X

Bobby XNicole XAngie XSeth X

Julieanne XTiti X

Gerry Cronin

CW

Agenda

• Review Lean Knowledge Survey results

• Review CISC Retreat Process

• Review CISC Proposal(s) for 2017

CW

Lean Knowledge Survey2015 vs 2016

FY2016 BSC Goal:9 Terms; Practical & Measurable

FY2016 CISC Goal:10 Terms; Practical & Measurable

CW

MODEL

Definition, Application & PurposeVisual Control

Video, Game, or Team-Based Activity Simple Survey

Real Life Examples

Voice of the CustomerVOC

DefinitionVoice of the Customer (VOC) is a process used to capture and

understand customer expectations and needs in order to provide the highest quality product at all times. The process should be proactive to meet real-time changing needs of the customer. It can be captured through interviews, surveys, focus groups, requests, observation, or suggestion/complaint logs.

ApplicationEvery CCM employee is expected to politely greet customers when

appropriate and respond in a timely manner to questions, requests, concerns, and, yes, even complaints. Our primary customers are the Principle Investigators (PI) and research staff.

CCM’s Customer Service Hoshin Team passively tracks customer feedback monthly at the leadership level. Analyzing this data allows CCM to react, understand, and identify areas to continuously improve the customer experience.

Housing Space,Facility Access,Where are my

cages???

PurposeUnderstanding the VOC, assists CCM in reducing Non-Value Added

services and increasing Value Added services. Ultimately this contributes to the CCM mission to “provide reliable, affordable, and responsive laboratory animal care and research services in pursuit of scientific knowledge and medical breakthroughs”.

CW

CCM TV…BREAKING NEWS

CW

•Continuous Improvement

•Voice of the Customer•VA/NVA

•8 Wastes

•Andon

•Affinity Diagram

•PDCA

•5S

•Standard Work/SOP

•MRS & Kanban

•TEE

How long have you worked here?

Facility - RAS, RAT, BFT, TL

18%

12%

10%

7%10%

42%

Years at CCM 2015

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

n=99

22%

17%

9%7%

12%

33%

Years at CCM, Facility Only2015

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

9%

8%

22%

9%6%

46%

Years at CCM2016

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

16%

11%

33%9%0%

31%

Years at CCM, Facility Only2016

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

n=55

n=114 n=64

BL

How well did everyone do?

Right, 84%

Unanswered, 5%

Wrong, 11%

Page 1: True / False2015

Right, 80%

Unanswered, 9%

Wrong, 12%

Page 2: Multiple Choice2015

Right, 89%

Unsure, 4%Wrong, 6%

Page 12016

Right, 90%

Unsure, 0%Wrong, 10%

Page 22016

Y/Y differenceRight: +6%U: -20%Wrong: -45%

Y/Y differenceRight: +13%U: -100%Wrong: -17%

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Right, 43%

Unanswered, 40%

Wrong, 17%

Page 3A: Definition Match2015

Right, 79%

Unanswered, 17%

Wrong, 5%

Page 3B: Essay2015

Right, 69%Unsure, 9%

Wrong, 22%

Page 3A2016

Right, 89%

Unsure, 1%Wrong, 10%

Page 3B2016

Y/Y differenceRight: +60%U: -78%Wrong: +29%

Y/Y differenceRight: +13%U: -94%Wrong: +100%

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58% 59%

72% 73%78% 77%

28% 26%

13% 13% 8% 13%13% 14% 14% 14% 13% 10%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

Years and All Questions 2015

77% 74%

84% 81%

95%

85%

11% 4% 3% 8% 1% 5%12%21%

13% 11% 4% 10%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y

Years and All Questions 2016

Total: 70% Correct; 17% Unanswered; 13% Wrong

Total: 82% Correct; 5% Unsure; 13% wrong

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2015 Facility Managers97%

0% 3%

92%

0% 8%

91%

2% 8%

95%

0% 5%0%

10%20%30%40%50%60%70%80%90%

100%R

ight

Un

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Page 1 Page 2 Page 3A Page 3B

2016 Leadership Team95%

1% 4%

90%

0% 10%

90%

2% 8%

86%

0% 14%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong

Page 1 Page 2 Page 3 Page 4

True/False Multiple Choice Definition match Essay

True/False Definition matchMultiple Choice Essay

2015 Total: 94% Correct; 1% Unsure; 5% Wrong


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Team Leads 201591%

1% 8%

97%

0% 3%

77%

19% 4%

93%

3% 3%0%

10%20%30%40%50%60%70%80%90%

100%

Rig

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Team Leads 201696%

0% 4%

99%

0% 1%

87%

4% 9%

96%

0% 4%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%







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RAS and RAT 2015

79%

7% 14%

72%

14% 14%23%

55%

22%

70%

25%5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%R

ight

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86%

6% 8%

88%

0% 12%

55%

12%

33%

91%

2% 7%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Page 1 Page 2 Page 3 Page 4

RAS and RAT 2016





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18%

42%9%

31%

Low Impact; High Effort

High Impact; Low Effort

Low Impact; Low Effort

High Impact; High Effort

73% Lean Terms & Games“High Impact”

AH

Summary

It appears that correct responses in all categories to the Lean Knowledge Survey improved between 2015 to 2016*.

*Potential contributing factors may include:

• 2016 CISC BSC 10-term initiative

• Monthly Lean Discussion Standard Work

• Knowledge Survey re-takers

• P/S Boards (Hoshin team initiative)

• All-Hands Meeting Lean Games & Activities

AH

CISC Retreat Agenda• W. Edwards Deming videos

– Continuous Improvement is all about People

– We must create opportunities to find “Joy” in work

• Simon Sinek video (Prework)

– Focus on the “Why”

• GBMP Lean Assessment 2013 (Prework)

– Education; internal vs external

– Progress: Lean handbook, NET, Practical, PSBs

• CISC Mission Statement videos– What, how and why

• Reverse Fishbone Diagram– Leverage attributes to accomplish CISC Mission

TL

“A bad process will beat a good worker

every time”

TL

“People are entitled to

JoyIn their work”

W. Edwards Deming

//upload.wikimedia.org/wikipedia/commons/7/73/W._Edwards_Deming.jpg

Mission Statement Development

TL

CISC Mission Statement 2017

Blue team

TL

Potential Countermeasures to Close Gaps (2015)“Keep our employees in the facilities”

1. Develop “Lean Handbook” reference guide for facilities– Approachable: Scrub Japanese terms– “Make the Lean Handbook Live”– Develop Standard Work to support the Lean Handbook– Add Video enhancements

2. Re-tool New Employee Training– Insert Lean at the beginning of On-Boarding (Julieanne Brandolini)– Investigate alternative training methods (Videos / Healthstream / Outside resources)– Develop a Training Matrix / Checklist

3. Lean training needs to be more practical– Less conceptual/abstract; more hands-on– Problem-Solving Boards

4. Launch Idea Generation Boards in all departments– 2014: 1.6 ideas per employee– Involve the entire team in teaching & reinforcing concepts

5. Employee recognition program– Recognize Idea generation & Problem-Solving– Q12 as a barometer

6. Employee Review Process– Reinforce “Lean as a requirement of my job”– Job Description Review

7. Leadership Standard Training– Appropriate for all roles– Develop LT trainers / mentors

8. Leadership Standard Work to Support Culture– Develop for all levels of LT

TL

Problem Solving Boards

10 Terms &Games

LeadershipStandard

Work

ToolsPS Sheets

5S, O-Cards

Science Fair

CCM Reputa

tion

What you want to

accomplish

60 Term Handbook

New Employee Training

PracticalNot

Conceptual

Employee Recognition

LeadershipTraining

MissionStatement

Lean Program Attributes(From GBMP Assessment, Leadership Walk Development Team & CI Steering Committee)

ProgramAttributes

TL

Lean Program Attributes(From GBMP Assessment, Leadership Walk Development Team & CI Steering Committee)

• Round 11. 10 terms & games

2. Leadership training

3. Leaders Standard Work

4. 60-Term handbook

5. Problem-Solving Boards

6. Tools (PS Sheets, O-Cards)

7. Science Fair

8. Employee recognition

9. Practical not Conceptual

10. New Employee Training

11. CCM reputation

• Round 2

1. Training


3. New Employee Training

4. Team recognition

5. Problem-Solving Boards

6. Communication & Transparency (connections)

SH

Round 3: Priorities

1. Problem-Solving Boards (5 votes)

2. CISC Communication & Transparency (2 votes)

3. Team Recognition (1 vote)


SH

2017 Proposals:“To promote/facilitate an innovative continuous improvement culture by empowering you to be the best in the industry”

Develop Recommendations to improve the Problem-Solving Boards in one or more of the following ways: – Promote Themes to stimulate activity

• ie: International Idea Generation Month (March)• National Safety Month (June)• 10-terms

– Improve LSW• Enforce FM & CD LSW• Include LSW for Admin/ES/VS

– Team Recognition• Determine what we should we recognize relative to PSBs

– Develop a Lean /CI “Tool Box”• Front-line staff/Team training/Admin/VS/ES

– Track results:• Focus on Quality as opposed to quantity

– Help Admin/VS/ES with PSB model that work better for them. • Standardization with Customization

– Continue to make the CI learning FUN

SH

Questions

Appendix: 2017 Priority Proposals

Problem-Solving Boards• Track Results; see if there has been

improvement (# of ideas)• Next Steps: Recognition• Training created for it?• Include in monthly Training Calendar• X4: Tool Kits: Promote lean terms /

Problem-solving• Create Lean “tools” similar to Lean Terms• Revive 60 Terms Handbook• Maintain 10 Terms• Continue the FUN & Learning• LSW to support the PSBs that we actually

follow• Get CISC into facilities for hands-onb training

& support• More practical standards for Admin, ES, VS• Lean Tool Training (CISC > TLs)• X2: Themes: Idea generation Month• Back Fill 5S Training• PSB Horizontal Share Ideas Database?

Communication & Transparency• Increased communication

between SLT, Mgrs, VS, RAS• Monthly email updates or more

meetings• Make sure everyone fully

understands WHY something is being implemented.

• Get & listen to / act on feedback• Use of PS Tools at al levels• Poll RAS/TLs on gaps from mem

& Leadership• Program management software

Appendix: 2017 Priorities

Team Recognition• X2: CISC Newsletter• Involve more on outside tours• CCMTV Recognition after PSB visits• Believe monthly team recognition• FMs nominate teams• “Lean champions”• Involve outsiders to contribute to ideas to

CISC• Invite others to CISC meetings• Highlight achievements / accomplishments• Show off Teams completes problems• CCMTVs• Allow others to steal• PS Board Recognition process• Travel to different boards

– Leave notes– Take pictures– Post on CCMTV

Leaders Standard Work• Campus Dynamics!!!• Develop SW to areas where we have gaps• Develop a FM handbook

LT Training• Formal training for Leadership & CISC

New Employee Training• Insert 10-Terms in On-Boarding• Make sure new trainings get back-filled to

new employees• Insert Lean gemes into Monthly Trainingds

ci steering committee retreat 2017 cisc 2017 … · ci steering committee retreat 2017 cisc 2017...

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