Mark Graban Webinar - ASQ LED, Suggestion Boxes & Kaizen
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The document discusses the inefficacy of traditional suggestion boxes and promotes the concept of kaizen, which emphasizes continuous improvement and employee participation in enhancing work processes. It outlines the challenges faced in implementing kaizen, such as fear of layoffs and resistance to change, while advocating for leadership engagement and recognition of improvement initiatives. Key examples and data from healthcare settings illustrate how adopting kaizen principles can lead to better outcomes and employee satisfaction.
Mark Graban Webinar - ASQ LED, Suggestion Boxes & Kaizen
- 1. The Sugges)on Box is Dead… But Staff Improvement Ideas Live On Mark Graban President, Constancy, Inc. Chief Improvement Officer, KaiNexus Faculty, Lean Enterprise Ins)tute August 23, 2012 © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 2. © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 3. © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 4. Dysfunc)ons of Sugges)on Systems • Slow / No Response • Yes / No Answers • Not CollaboraDve • Not Transparent • Buy Instead of Do? • Complaints Against Others • IncenDves à FighDng • Quotas à Gaming Builds on the book Ideas are Free! by Robinson & Schroeder © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 5. Kaizen = Change for the BeTer • ‘Kai’ means “change.” • ‘zen’ means “good.” © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 6. Kaizen is Not Just Events Very few Large issues System Kaizen Six Sigma Few Project Medium issues Lean Event Many Small issues Daily Kaizen Adapted from: “The Toyota” Way Fieldbook, Liker and Meier © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 7. “What Sets Us Apart?” “Every Toyota team member is empowered with the ability to improve their work environment. This includes everything from quality and safety to the environment and produc)vity. Improvements and sugges)ons by team members are the cornerstone of Toyota's success.” © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 8. Kaizen is for Everyone! “… emphasizes morale-‐ boos)ng benefits and posi)ve employee par)cipa)on over the economic and financial incen)ves…” -‐ Masaaki Imai © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 9. Dr. Berwick’s Call for Kaizen (1989) • Kaizen = “the conDnuous search for opportuniDes for all processes to get beYer” • Dr. Donald Berwick – Founder, InsDtute for Healthcare Improvement – Former Administrator, Medicare and Medicaid (CMS) CitaDon: Berwick, DM, “ConDnuous improvement as an ideal in health care,” New England Journal of Medicine, 1989 May 25;320(21):1424-‐5. © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 10. Barriers to Kaizen? © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 11. Fear of Layoffs Found posted in a hospital lab (during ini9al Lean assessment) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source unknown
- 12. “No Layoffs Due to Lean” © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 13. We Don’t Have Time? “Mikki Gremp, RN, lef one hospital because a number of policies, including its pracDce of 'flexing down,' lef her feeling that nurses weren't valued.” AJN Report: The Other Side of Mandatory Overtime Roxanne Nelson BSN, RN Maureen Shawn Kennedy MA, RN, editorial director AJN, American Journal of Nursing April 2008, Volume 108 Number 4, Pages 23 - 24 © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 14. People Hate Change? “People don’t resist change, they resist being changed.” – Peter Scholtes (1938-‐2009) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 15. Why Not Best Prac)ces? “People support what they create.” -‐ Margaret J. Wheatley See YouTube: hYp://bit.ly/Support-‐Create © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 16. Joint Commission Now Says… “it may be Dme for hospitals to move away from best prac)ces and develop comprehensive process improvement tools — which can include Lean, Six Sigma or other emerging methodologies — that allow for deeper, more specific analyses of their pa)ent safety needs.” -‐ Mark Chassin, MD, President © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 17. A Proposed Formula © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 18. Completed Kaizen Example © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 19. “Quick and Easy” Kaizen Find 1. Find 2. Discuss Discuss 3. Implement Implement 4. Document 5. Share Document Share © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 20. Why Kaizen? Norman Bodek 1. Make your work easier 2. Make your work more interesting 3. Develop your skills & capabilities © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 21. Start Small • “There are no big problems, there are just a lot of liYle problems.” – Henry Ford • Make your job easier • Save a few seconds • Improve paDent care or service • Improve safety • Reduce waiDng © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 22. Itera)ve PDSA Improvements Improvements Ideas One improvement ofen leads to another © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 23. Improvements for NICU Moms (1) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 24. Improvements for NICU Moms (2) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 25. Improvements for NICU Moms (3) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 26. Kaizen: Real, Daily, Visual (Visual Idea Board) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Children’s Medical Center Dallas (Lab)
- 27. Kaizen: Real, Daily, Visual (Electronic -‐ KaiNexus) © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 28. Completed “Idea Card” © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 29. Kaizen on Her FIRST Day © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 30. Kaizen “Wall of Fame” © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Children’s Medical Center Dallas (Lab)
- 31. Innova)on & Kaizen EHART Blood Pressure Cuffs Before After Taking time digging through the bucket on top Place a small strip of Velcro® brand hook and loop fasteners on the of the crash cart to try to find the correct size wall with different sizes of BP cuffs. Staff is able to quickly visualize blood pressure cuffs. This can be problematic the different sized cuff and get the proper size for the patient, and the during an EHART® when you want to get a blood pressure can be obtained quicker. blood pressure (BP) in a hurry so that you can get medications in the patients. The Effect Improved quality of care and faster response to the needs of the patient in an acute setting. Name Supervisor Date Savings Elizabeth Black Diana Brown, Manager 12-10-2008 Quality © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 32. “Just Do Its” & Problem Solving © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 33. Problems & Opportuni)es © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 34. What Can We Do as Leaders? © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 35. © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 36. © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 37. What Can We Do as Leaders? • Ask for Kaizen – Help create Dme – Don’t stop asking • Lead by example – parDcipate – Get involved – coach, mentor, lead – Go to the gemba – Teach root cause problem solving – Follow the PDSA process • Recognize and celebrate Kaizen © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 38. Asking Every Day • Are there any problems interfering with your work? • With paDent care? • Have you had any ideas for improvement lately? • Do you have what you need to do your job? © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 39. Coaching on Idea Cards © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 40. Before / Amer Data from CMC Lab Before Lean 12 Months After Starting Lean 3. I have the opportunity to do what I do best every day. 3.11 3.92 8. I feel free to make suggestions for improvement. 2.84 3.48 10. I feel secure in my job. 2.32 3.42 13. Stress at work is manageable. 2.43 3.23 17. I am satisfied with the lab as a place to work. 2.51 3.43 18. I would recommend my work area as a good place to work to others. 2.38 3.46 Grand Average 2.96 3.69 © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 41. KaiNexus Data / Charts © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Whitepaper: hYp://bit.ly/KaiNexus
- 42. Franciscan Par)cipa)on % People Par)cipa)ng 60% 50% 40% 30% 56% 46% 20% 10% 0% 2011 Since 2007 © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 43. # of Recorded Kaizens © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 44. Franciscan Savings Impact © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved. Source: Healthcare Kaizen
- 45. Ideas vs. Sugges)ons “ SuggesDons are things I think you should do… Ideas are things that I can do.” -‐ Norman Bodek © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.
- 46. Q&A / Contact Info • Email: mark@LeanBlog.org • Blog: www.LeanBlog.org • Startup: www.KaiNexus.com • TwiTer: www.twiYer.com/MarkGraban • Books: – www.LeanHospitalsBook.com – www.HCkaizen.com • www.Hckaizen.com/kaizenpreview © 2012 Mark Graban and/or Joseph E. Swartz. All Rights Reserved.