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Shift Your Lead! From Change Fatigue to Nimble Ninja
Jennifer Haury‐ CHI Franciscan Health Director of Performance ExcellenceWA State Government Lean Transformation Conference
October, 2015
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GET BIG THINGS DONE!The Leadership Challenge…
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The Problem with Getting Things Done
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It’s not as complicated as you think to solve this problem…
Three Simple Steps
Good News!
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"Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains."
~Steve Jobs~
The not‐so‐good news!
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1: Prepare to Receive
2: Set up Nimble Structures
3: Keep the Focus
Steps to Becoming a “Nimble Ninja”
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Prepare to Receive
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Step 1: Prepare to Receive….
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D DEFECTS LEADING TO REWORK
Missing/incomplete information, defective products, and errors.
O OVERPRODUCTION Producing more products or information than is needed.
W WAITINGPeople, material, or equipment not being acted upon. Time spent waiting.
NNOT HIGHEST & BEST USE OF
TALENTIncorrect use of people and ideas
T TRANSPORTATION Travel required to complete the process
I INVENTORYMaterial or information that just sits can potentially become lost or damaged.
M MOTION Action or motion by the worker that does not add value.
E EXTRA PROCESSING Processing tasks that are not essential or value added
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5S‐MUDA
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MURI/MURA
Demand Flow Leveling
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Who: Four nurse leaders in a hospital
What: Advocating for more nurse leaders to ease the burden
Why: OVERWHELMED and UNEVEN workload! (Muri and Mura)
Case Study‐ Demand/Flow/LevelingEliminating MURI and MURA
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Steps to Reduce the Burden•Make ALL tasks visible (Daily, Weekly, Monthly, Ad Hoc)
•Measure •Decide which principle can help—consider what to STOP DOING too!
•Make your action plan visible
Case Study‐ Demand/Flow/Leveling
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PRIORITIZE!
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PRIORITIZE!
Things you
Control
Important Things
YOUR FOCUS
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Set up Nimble Structures
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Remove RED TAPE
Step 2: Set up Nimble Structures
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Invite innovative processes
Step 2: Set up Nimble Structures
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Trystorming
Step 2: Set up Nimble Structures
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Connect to others
Step 2: Set up Nimble Structures
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Keep the Focus
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Visual systems to tell how it’s going “at a glance”
Step 3: Keep the Focus
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Visual systems should drive action
Step 3: Keep the Focus
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Thinking should be visible too!
Step 3: Keep the Focus
This manager has used A3
thinking to help the whole team contribute to understanding and solving the
problem.
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Most important thing to be visible in the workplace? YOU
Step 3: Keep the Focus
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Rounding
What you are looking for…
Is standard work followed?How is daily management working?Are processes “mistake proofed”?Are visual systems used and effective?What barriers to high performance exist?How are recent changes working?Are there unaddressed safety concerns?
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Ensure new work is linked to prioritized strategies
Step 3: Keep the Focus
The Right Work!
New Project
New Project
New Project
Your priorities should be a filter
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1: Prepare to Receive
2: Set up Nimble Structures
3: Keep the Focus
Steps to Becoming a “Nimble Ninja”
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Audience Participation
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Q & A
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Q & A
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