Transcript No Slide Title

Daily Visual Management
Visibility Wall Training
October 2, 2013
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
Provincial Health System
Regina Qu’Appelle Health Region
Reporting and Accountabilities
Strategic Framework
RQHR Strategic Planning and
Reporting Cycle
Annual
Report
RQHR
Quarter 1
Report
Diagnosis
and Review
RQHR
Quarter 4
Report
Reflection
and Strategy
Deployment
Lean Depth
Study
RQHR
Quarter 2
Report
Deployment
Catchball
Finalize
Organizational
Plans
Finalize
Provincial
Plan
RQHR
Quarter 3
Report
Finalize
Regional
Plan
Daily Visual Management
The system used by the
organization to perform its
Strategy
Deployment/ Hoshin
Kanri
daily activities by:
• establishing standard
operations
• identifying and
eliminating waste
• using data to ensure
processes, products
and services are
continuously improved
Daily
Visual
Management
(DM)
Cross-Functional
Management
(CFM)
Daily Visual ManagementLink 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
1-5 Year Outcome
Targets
Better Care
Zero Waits in Emergency
Corporate Wall
why
VP/ ED/ Director Wall
why
why
why
VP / ED / Dir.
Unit / Department
Wall
Pasqua ED
RGH ED
why
why
Front Line Managers
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
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
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
Purpose statement:
Who are we from the patient
perspective?
Team communication
Upcoming
This Week
Improvement
Team
Calendar
Improvement
ideas
•
•
•
•
•
Corporate
Memo’s
Core Processes
Training
Admit
Treat
Quality
Name
Example: improve
wait time by 50%
by September
2013
• ~~~~~~~~
• ~~~~~~~~
5S
• ~~~~~~~~
• ~~~~~~~~
• ~~~~~~~~
• ~~~~~~~~
~~~~~~~~
~~~~~~~~
~~~~~~~~
~~~~~~~~
~~~~~~~~
Staff
Bouquets
Discharge
Cost
Date
Standard
Work
Name
Delivery
Date
Example: Reduce
OR supplies by
20% by
December 2013
Name
Safety
Date
Example: Reduce
the wait list by
20% by February
2014
Name
Morale
Date
Name
Date
Example:
Example: Improve
Reduce surgical attendance by
site infections to 10% by July 2013
0 % by 2014
Measuring World-Class Quality
Cost Effective
Cost
World-Class Quality
Right Place
Delivery
Right Time
Right Amount
For Patient
Safety
For Provider
Morale
Everyone Cares
Assurance of Quality
Quality
Reliability
Responsiveness
Consistent
Empathy
Equitable
Full Customer*
Satisfaction
* Patient
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 Wall Walk
• 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 Wall Walk: Ideas
• 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:
- Marcia Pilon at [email protected] or 766-6405
- Barry McCaig at [email protected] or 766-6465
More information can also be found on the Intranet at:
http://rhdintranet/qi/public/VisibilityWallsKit/VisibilityWallsKit.htm
(Departments > Kaizen Promotion Office > Visibility Wall
Kits)