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Daily Visual ManagementVisibility Wall Training
June 18, 2014
Kaizen Promotion Office
Session Agenda:
Session Agenda
1.Presentation/training (35 minutes)
2.Video (10 minutes)
3.Group work creating your draft walls (45 - 50 minutes)
4.Group report-outs (15 – 20 minutes)
5.Q&A (5 minutes)
6.Wrap-up and evaluation forms
Strategic Hierarchy
Government of Saskatchewan
Ministry of Health
Regina Qu’Appelle Health Region
Provincial Health System
Reporting and Accountabilities
Strategic Framework
RQHR Strategic Planning and Reporting Cycle
Daily Visual Management
Strategy Deployment/ Hoshin
Kanri
DailyVisual Management
(DVM)
Cross-FunctionalManagement
(CFM)
The system used by the
organization to perform its
daily activities by:
• establishing standard
operations
• identifying and
eliminating waste
• using data to ensure
processes, products
and services are
continuously improved
Daily Visual Management- Link to Strategy
Daily Visual Management Consists of:
1. A Visual Workplace where abnormalities are seen
2. An environment where staff test their own ideas
3. Transparency of objectives and metrics
4. Managing by measures that change regularly
5. Connects accountability throughout the organization
What you cannot see, you cannot manage!- Visual Management
Respect for People
Staff are the problem-solvers:
Staff are a valued source for improvement ideas.
Staff help test and determine whether a new process works.
When errors occur, the process is wrong, not the person.
No blame, no shame!
Quality must be built into every step.
Anyone can, and is expected to, stop the process to prevent a defect from continuing downstream.
“Before cars, make people.”
—Eiji Toyoda, former chairman of Toyota
Alignment
Better Care
Zero Waits in Emergency
VP / ED / Dir.
Front Line Managers
why why
whywhy
whywhy
Pasqua ED RGH ED
1-5 Year Outcome Targets
VP/ ED/ Director Wall
Unit / Department Wall
Corporate Wall
You Don’t Need to know Lean to get started on Daily Visual Management!
• It is critical to understand the current situation first, before applying Lean techniques and tools to make improvements
• Use 5 “whys” to get to the root causes and make improvements
• Use Plan, Do, Study, Act (PDSA) to do improvements
• As you learn Lean, you will make faster progress to achieving your targets
Elements of the Daily Visual Management System
• Understand your business and daily improvement activities
• Create daily actions when issue/challenges occur.• Data is classified into common categories on your
unit’s visibility wall – Quality, Cost, Delivery, Safety, Morale (QCDSM)
• Data and information is key:– Choice of data– Visual display and charts used– Method and frequency of collection determined– Method and frequency of reporting determined– Only measure something you can action
What Should I Do?
1. Go and see – learn from the workplace
2. Make the workplace visual
3. Spend significant time developing people
4. Teach staff to see, create solutions and improve
5. Provide standard work that staff can use as a basis for improvement, and develop your own standard work
6. Never stop improving
7. Be accountable and hold others accountable
Setting Up a Daily Visual Management Visibility Wall: Step-By-Step
Purpose statement: Who are we from the patient perspective?
Core Processes
Team communication
Improvement
Quality
Example: improve wait time by 50% by September 2013
Cost
Example: Reduce OR supplies by 20% by December 2013
Delivery
Example: Reduce the wait list by 20% by February 2014
Safety
Example: Reduce surgical site infections to 0% by 2014
Morale
Example: Improve attendance by 10% by July 2013
Team Calendar
Upcoming This Week
Improvement ideas
•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~
Standard Work
•~~~~~~~~•~~~~~~~~
5S•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~
Name Date Name Date Name Date Name Date Name Date
Corporate Memo’s
Training Staff Bouquets
Admit Treat Discharge
Steps to Creating a Daily Visual Management Visibility Wall
1. Articulate the Purpose Statement of the service area• i.e. Our purpose is to support teams through Lean methodology
to create a world-class Saskatchewan Healthcare System, which provides high quality, safe and timely care.
• Don’t forget the patient perspective in your Purpose Statement
2. Identify the primary process in your service area and draw a value stream or process map
3. Create your Team Communications• What’s important for your team to know on a weekly basis?• When will you have your weekly huddles, weekly wall walks?• What other information are you going to post on your wall?
• Training schedule?• Staff bouquets?• Corporate communication's/memo’s?
Steps to Creating a Daily Visual Management Visibility Wall
4. Improvement Ideas• Generate improvement ideas that will directly help improve what
you are measuring.• You can use Lean tools like Standard Work and 5S to help.
5. What are one or two measures that best describe how you are meeting the core purpose?
• Classify your measures under: Quality, Cost, Delivery, Safety, Morale (QCDSM)
• Only measure what you can directly improve• Coming soon: there will be some corporate standard measures
Measuring World-Class Quality
World-Class Quality
Quality
Cost
Delivery
Safety
Morale
Full Customer* Satisfaction
Everyone Cares
For Provider
For Patient
Right Amount
Right Time
Right Place
Cost Effective
Reliability Responsiveness
ConsistentEmpathyEquitable
Ass
uran
ce o
f Q
ualit
y
* Patient
Purpose statement: Who are we from the patient perspective?
Core Processes
Team communication
Improvement
Quality
Example: improve wait time by 50% by September 2013
Cost
Example: Reduce OR supplies by 20% by December 2013
Delivery
Example: Reduce the wait list by 20% by February 2014
Safety
Example: Reduce surgical site infections to 0% by 2014
Morale
Example: Improve attendance by 10% by July 2013
Team Calendar
Upcoming This Week
Improvement ideas
•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~
Standard Work
•~~~~~~~~•~~~~~~~~
5S•~~~~~~~~•~~~~~~~~•~~~~~~~~•~~~~~~~~
Name Date Name Date Name Date Name Date Name Date
Corporate Memo’s
Training Staff Bouquets
Admit Treat Discharge
Photos: Pasqua Cardio Neuro
Photos: WRC Children’s Program
Photos: WRC Extended Care/Veterans Program
Photos: Pasqua Radiology
Photos: RGH Surgical 6A
15 Minute Daily Huddle
• Select a consistent time of day for wall walks
• Start on time
• Designate a time keeper so that you can end on time
• All staff stand up in front of the visibility wall
• Manager leads or designated leader
– Consider having other staff be reasonable for some pieces of the data and have them report-out out on the data
15 Minute Daily Huddle: Agenda
• Ask 4 questions: – have any patients/residents fallen, – were any employees injured, – is there anyone off sick today, – is there anyone here on overtime today (1 minute)
• Review communications/events (2 minutes)
• Update on projects (2 minutes)
• Review improvement ideas (2 minutes)
• Report out on your QCDSM measures- are they green or red (meeting or not meeting your targets) ( 1 minute each)
• Update and review actions (3 minutes)
Keep In Mind…
• The Visibility Wall is not in itself the goal – the discussions, actions and accountability are what is important
• PDSA (Plan, Do, Study, Act) – keep pressure on your team to get out and try implementing improvement ideas
• The more people informed and trained in changes made, the better chance that changes will be sustained
• If the team is stuck, go back to the purpose statement and process steps for direction
More Information
If you have any questions or want more information, contact:
-Sandra Lynn at [email protected]
or 306-766-6421
More information can also be found on the Intranet at: http://rhdintranet/qi/public/VisibilityWallsKit/VisibilityWallsKit.htm
(Departments > Kaizen Promotion Office > Visibility Wall Kits)
Or at www.RQHRLean.com