daily lean management: your role as a leader a system to drive improvement...
TRANSCRIPT
Daily Lean Management: Your Role as a Leader
A system to drive improvement __________________________________________________
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DC
AP
DC
A
What is Lean Thinking?
“The endless transformation of waste into value from the _________ perspective”.
---Womack and Jones, Lean ThinkingA. Staff’s
B. Leader’sC. Customer’sD. Payer’s
To increase Value Added Work and reduce _______ to Increase Throughput, Lower Cost and Improve Quality
Current State Future State
Waste
Value Add
Lea
d T
ime
The Objective of Our Lean Work
A. StressB. WasteC. Worker BurnoutD. Finger Pointing
The Acronym UMHS uses to help us remember Waste is _________
a. W.O.R.M.P.I.T.
b. D.O.W.N.T.I.M.E.
c. C.O.M.M.W.I.P.
d. G.E.T.L.O.S.T.
The Categories are…..
Summary of the main Lean In Daily Work elements
• Key Visual Metrics
• Daily Team Huddles
• Daily Problem Solving through the Everyday Lean Idea Process
• Leadership Gemba Walks
Click image below for video (5 minutes)
Gemba is ___________________
a. where the actual work takes placeb. where patient and families provide
feedback on their experiencec. an employee suggestion programd. the new MHealthy diet program
During Gemba it is important to _______
a. bring cookiesb. show up unannounced to help avoid
the “Hawthorne Effect”c. determine what needs to changed. go see, ask why, and show respect
Why implement Lean in Daily Work?
Translate Lean Principles into practical expectations
• Redirect reactive fire-fighting to a systematic, pro-active process
• Offer a standardized and repeatable process that yields results
• Develop our Leaders to be daily improvement coaches and mentors
• Engage front line Faculty and Staff in daily root cause problem solving
• Leverage the collective wisdom across our entire group
The Flip Side Of Lean
I feel the most important takeaway from this video is ___________________
a. the negative effects of not having standard work and detailed training
b. the connection between work pace and quality
c. never to work in a chocolate factoryd. the importance of creating a safe,
blame free environment for surfacing and solving daily problems
A Quick Summary of Lean Thinking
• Do our work every day in a standard way that we created– Not just the way the work evolved!
• Be alert to things going wrong – They always do!
• Fix the problem now– For this patient or co-worker
• Find and fix the root causes of the problem– So it never happens again!
Modified after Spear; Billi
How can we create (liberate)“25,000 problem solvers”?
• Help each worker take initiative to find and fix causes of problems he/she faces daily– This means each of us has two jobs:
• Do the work• Improve the work
• Leaders’ role:– Support improvement work (time, mentoring)– Align improvements so value flows to the customer
Modified from John Shook
Align/Results (strategic few):-Value for the customer-Constancy of purpose-Think systemically Enable (the people):-Lead with humility-Respect for every individual-Learn continuously Improve (the process):-Focus on process-Seek perfection-Embrace scientific problem solving
Model in all interactions and
purposefully reinforce during
Leadership Walks
For us to be successful, we need Leaders to continuously model and reinforce the following principles….
Review Table: Think – Pair – Share : “Perform The Therefore Test”
Key Questions for Lean Leaders to ASK OFTEN!
• What problem are you working on now?• What was the last experiment you tried?• What happened?• What did you learn?• What do you plan to try next?
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Problem Solving Questions of the Coaching Leaderthe “little” Questions……….that help answer……………the BIG Questions
What’s the REAL Problem?
What is your Purpose?
Why do youhave this
Problem orneed?
What do you think willaddress the problem?
How will you test your idea?
How will you know if it worked?
What do youthink is a problem?
What IS actually happening?What is NOT happening?
What do you think should Continuing Questionsbe happening?
Why does it matter?
Do you know WHY this is/is not happening????
What do you actually know?What do you need to know?How will you learn it?
CAN WE GOSEE?
©Copyright 2009 David Verble. Lean Transformations Group. All rights reserved.
How do you Know that?Why do you Think that?
What did you See? Hear?Can you show me?
- Get in groups of three
- Identify a Problem Owner, a Lean Leader, and an Observer
- Problem Owner: briefly describe the problem
- Lean Leader: practice “asking effective questions” that are framed around “pure inquiry” (use handout as a guide)
- Observer: provide feedback on how the Lean Leader did (both positive things and opportunities for improvement)
- Switch roles (repeat until everyone has a chance to play each role)
Practice “Asking Effective Questions”Use “Problem Solving Questions of the Coaching Leader” as a guide
Reflection on Exercise
Lessens Learned fromYour Lean Experience
• What worked well?
• Where did you struggle?
– Causes? Ideas to overcome?
16Review Table: Think – Pair – Share
Interval Train the Trainer Approach (ITT)Just in Time Instruction and Implementation
“Balancing People Development & Process Improvement”
“Developing Local Champions”
“Teaching to Fish”
The Virtual Lean Resource Center*Many additional resources available, below is a sample of the most utilized resources
http://www.med.umich.edu/i/quality/tools/lean_assist.html
• Requests for Lean Assistance– https://umichumhs.qualtrics.com/SE/?SID=SV_0MmahvI58YJgukQ
• Lean Coach Office Hours– https://wiki.umms.med.umich.edu/x/QZNSBw (unique ID and level 1 Kerberos password)
• Specific websites dedicated to… – Lean in Daily Work (http://www.med.umich.edu/i/quality/tools/ldw.html)
– A3 Structured Problem Solving (https://wiki.umms.med.umich.edu/x/HgCwAw) (unique id and level 1 Kerberos password)
– Value Stream Mapping (https://wiki.umms.med.umich.edu/x/rIIyBw) (unique id and level 1 Kerberos password)
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Can we afford NOT to do this?
Lean HealthcareClick image for a Video on how to start a “Movement”
or in our case “Lead a Transformation”
Questions / Comments
Contact Information:
Kevin DeHorityLean Coach, Michigan Quality [email protected]