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Daily Management Visibility Wall Training February 2013

Daily Management Visibility Wall Training February 2013. Kaizen Promotion Office. Daily Management. The system used by the organization to perform its daily activities by: establishing standard operations identifying and eliminating waste

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Daily Management Visibility Wall Training February 2013

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  1. Daily Management Visibility Wall Training February 2013 Kaizen Promotion Office

  2. Daily Management • 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 Strategy Deployment/ Hoshin Kanri Daily Management (DM) Cross-Functional Management (CFM)

  3. Daily Management Link to Hoshin

  4. Daily Management Consists of: A Visual Workplace where abnormalities are seen An environment where staff test their own ideas Transparency of objectives and metrics Managing by measures that change regularly Connects accountability throughout the organization What you cannot see, you cannot manage! Visual Management

  5. 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

  6. Visibility Levels Focus on a few strategic priorities; align efforts to achieve breakthrough improvement HOSHIN KANRI Strategic Visual Management (Quarterly; Provincial Leaders ) Q C D S M Wall Walks (Weekly - CEO & SLT) Daily Visual Management (Daily or Weekly; Manager and point of care staff)

  7. Alignment Strategic Visibility (Hoshins) BETTER CARE 0 Nosocomial Infections 3-5 Year Outcome Targets why Why Target Progress Wall Walk - QCDSM why why Priority Reduce infections Chart updated as of ______ (recent!) Action to be taken to return to VRE, MRSA, c.diff, ESBL Hand Hygiene compliance Service Line Leader CEO why why Daily Visual Management LTC Site 2 LTC Site 1 LTC Site 4 LTC Site 3 Front Line Mgrs 8

  8. You do not need to know Lean to get started on Visual Daily Management • It is critical to understand the current situation first before using Lean • 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

  9. Elements of the Daily 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

  10. Standardized Daily Management (DM) Visibility Wall • Primary processes drawn; sub-processes if needed. Key support processes identified and drawn. • Measures charted showing data and targets • Team Schedule or huddle times • Team communication – what is important to the team • Improvement ideas – what are we testing - PDSA • Who has responsibility for updating the measures? • Who owns each measure – point of care person

  11. Steps to creating a DM Visibility Wall 1. Articulate the Purpose Statement of the service area E.g. Placement in LTC: place the patient in a LTC facility in a timely manner that meets the patient’s needs. 2. Identify the primary process in your service area and draw a value stream or process map 3. What are one or two measures that best describe how you are meeting the core purpose? E.g. Wait time for placement Classify your measures under: Quality, Cost, Delivery, Safety, Morale (QCDSM)

  12. Steps to creating a DM Visibility Wall 4. Are there any other measures important to this key process? E.g. Is resident wakeup checklist being followed by staff? You don’t need measures for every primary process. 5. 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? 6. 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.

  13. Upcoming This Week Team Calendar • Standard Work • ~~~~~~~~ • ~~~~~~~~ • 5S • ~~~~~~~~ • ~~~~~~~~ • ~~~~~~~~ • ~~~~~~~~ • Improvement ideas • ~~~~~~~~ • ~~~~~~~~ • ~~~~~~~~ • ~~~~~~~~ • ~~~~~~~~ Name Date Name Date Name Date Name Date Name Date

  14. Process example 17

  15. Measuring World-Class Quality Cost Effective Price Effective Right Place Right Time Right Amount For Patient For Provider Everyone Cares Reliability Responsiveness Consistent Empathy Equitable Quality Cost World-Class Quality Full Customer* Satisfaction Assurance of Quality Delivery * Patient Safety Morale

  16. Sample Home Care Viz Wall Production Boards Manage by knowing how your business is progressing

  17. Sample LTC Viz Wall 2 0f 2 photos

  18. Clinic Visual Daily Management Board Used with permission from Park Nicollet Health Services

  19. 15 minute daily huddles • Select time of day • Start on time and designate a time keeper • All staff stand up in front of the visibility wall • Manager leads or designated leader

  20. 15 minute daily huddles • 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)

  21. 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

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