How to Manage Your Improvement Metrics More Efficiently and Effectively

  • Published on
    22-Jan-2018

  • View
    725

  • Download
    1

Embed Size (px)

Transcript

<ol><li> 1. How to Manage Your Improvement Metrics More Efficiently and Effectively @MarkGraban (Presenter) VP of Improvement &amp; Innovation Services Mark@KaiNexus.com @Jeff_Roussel (Host) VP of Sales Jeff.Roussel@KaiNexus.com </li><li> 2. Agenda &amp; Logistics Presentation(45minutes) Q&amp;A(10minutes) UsetheGoToWebinar MeetingPanelto submitaquestionat anytime Recordinglink&amp;slideswillbesentviaemail Also seetheHandoutsfeatureandChatbox </li><li> 3. About Mark Graban 20+yearspracticingLean 10yearsinmanufacturing 11+yearsinhealthcare Books: LeanHospitals HealthcareKaizen (co-authorJoeSwartz) www.MarkGraban.com New3rd Edition! </li><li> 4. Why Measure? </li><li> 5. Are We Improving? </li><li> 6. My Most Favorite Book Ever http://www.spcpress.com/ http://amzn.to/2jJ4fiN DonaldJ.Wheeler,PhD </li><li> 7. Are We Improving? </li><li> 8. Daily Lean Management </li><li> 9. Source:ThinkingLeanatThedaCare (DVD) </li><li> 10. How Are We Doing Compared to Our Goal? </li><li> 11. "Bowling Chart" </li><li> 12. Are We Improving? </li><li> 13. Can We Tell From This? </li><li> 14. A Better Dashboard Limitedinformationyouneedtomakedecisions </li><li> 15. Easier to Tell From This? 400 450 500 550 600 650 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 TotalCases </li><li> 16. In KaiNexus </li><li> 17. Are We Improving? </li><li> 18. Need to Avoid Bad Conclusions Theaveragepatientsatisfaction increasedfrom87.2to89% 86% 87% 88% 89% 90% Before After </li><li> 19. Need to Avoid Bad Conclusions Theaveragepatientsatisfaction increasedfrom87.2to89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Before After </li><li> 20. Need to Avoid Bad Conclusions Theaveragepatientsatisfaction increasedfrom87.2to89% </li><li> 21. Need to Avoid Bad Conclusions Theaveragepatientsatisfaction DECREASEDfrom87.2to85%?? </li><li> 22. Are We Improving? 76 78 80 82 84 86 88 90 92 PatientSatisfaction(DifferentDataSet) </li><li> 23. Linear Trendlines are Easy </li><li> 24. Can Linear Trends Be Misleading? 76 78 80 82 84 86 88 90 92 PatientSatisfaction </li><li> 25. Same Chart Different Timeframe 78 80 82 84 86 88 90 92 PatientSatisfaction </li><li> 26. Are We Improving? </li><li> 27. How Can We Tell? </li><li> 28. How Should We React? </li><li> 29. 0 10 20 30 40 50 60 3/1/07 3/2/07 3/3/07 3/4/07 3/5/07 3/6/07 3/7/07 3/8/07 3/9/07 3/10/07 3/11/07 3/12/07 Responding to Daily Changes KB GOAL DailyProductionAverage Praise Team PT PT Arewehelping?Isthisprocessstable? KB Kick Butt </li><li> 30. Isntitalwaysthesystem? Its(almost)alwaysthesystem. </li><li> 31. Signal vs. Noise? "Whileeverydatasetcontainsnoise, somedatasetsmaycontainsignals. Therefore,beforeyoucandetectasignal withinanygivendataset, youmustfirstfilteroutthenoise. </li><li> 32. X Control Chart (Chart for Individual Values) Goal=25minutes UpperControlLimit LowerControlLimit </li><li> 33. In KaiNexus </li><li> 34. Surgical Cases Table </li><li> 35. Surgical Control Chart 0 100 200 300 400 500 600 700 800 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 TotalCases NOISE </li><li> 36. Patient Satisfaction Run Chart Theaveragepatientsatisfaction increasedfrom87.2to89% </li><li> 37. Patient Sat. Control Chart 78 80 82 84 86 88 90 92 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 PatientSatisfaction NOISE </li><li> 38. Lab Turnaround Time What Happened? SIGNAL </li><li> 39. Another "Special Cause" What Happened? SIGNAL </li><li> 40. X and MR Chart Combo </li><li> 41. Does This Small Business Have Predictable Revenue? Xchart MRchart SIGNAL </li><li> 42. Is My Blog Traffic Increasing? </li><li> 43. Evaluate Over Time 0 500 1000 1500 2000 2500 3000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 LeanBlog.orgDailyPageLoads </li><li> 44. Western Electric Rules Anysinglepointaboveorbelow3-sigmaLCLorUCL 8consecutivepointsonsamesideofmean 6consecutivepointsmovingsamedirection 14alternatingup/downpointsinarow Fullrules http://bit.ly/WErules </li><li> 45. Evaluate Over Time 0 500 1000 1500 2000 2500 3000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 LeanBlog.orgDailyPageLoads </li><li> 46. Shift the Limits as Indicated 0 500 1000 1500 2000 2500 3000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 LeanBlog.org DailyPageLoads </li><li> 47. Example of Process Shift Ifyoumadeachangethatyouexpectedtoimprovethesystem, useacontrolcharttotestthehypothesis 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 ProcessShift DailyTAT </li><li> 48. Example of Process Shift IfyoudidNOTmakeachange,youneedtoinvestigateto determinethecauseofthissignal 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 0 5 10 15 20 25 30 35 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 ProcessShift DailyTAT </li><li> 49. Are We Hitting Our Goals? </li><li> 50. Performance vs. Goals </li><li> 51. System View vs. Reactive </li><li> 52. Control Chart View </li><li> 53. Another Example Goal </li><li> 54. Control Chart View Goal </li><li> 55. So We Should Do Nothing? </li><li> 56. Improve the System! </li><li> 57. NOT Understanding Variation Leads To Pressuringpeopletogetbetterresults byworkingharderwithinthesame system Wastingtimelookingforexplanations ofaperceivedtrendwhennothinghas changed Notfocusingonsystemicimprovements thatwouldshiftthemean </li><li> 58. Our Next Webinar "TheIntersectionofCultureand Technology:CapturingImprovement WhereitHappens" MatthewCannistraro ThursdayFebruary23,1PMET KaiNexus.com/webinars </li><li> 59. Ask Us Anything! MarkGraban&amp;Dr.GregJacobson NextEpisodeFeb14,1pmET Register&amp;submitquestionsvia http://kainexus.com/webinars Pastepisodesavailable onYouTube </li><li> 60. Other Resources www.KaiNexus.com </li><li> 61. Podcasts www.KaiNexus.com/podcasts Subscribevia: iTunes GooglePlay Stitcher </li><li> 62. Thanks! Web: www.kainexus.com blog.kainexus.com www.MarkGraban.com WebinarsonDemand: www.kainexus.com/webinars SocialMedia: www.twitter.com/kainexus www.linkedin.com/company/kainexus www.facebook.com/kainexus @MarkGraban VP of Services Mark@KaiNexus.com @Jeff_Roussel VP of Sales Jeff.Roussel@KaiNexus.com BONUSRECORDINGWILLBESENT: HOWTOCREATECONTROLCHARTS </li></ol>

Recommended

View more >