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AMH’s lean practitioner scene what we are doing & lessons learned

AMH’s lean practitioner scene what we are doing & lessons learned. November 25, 2009. Need for Lean Practitioners. Background:

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AMH’s lean practitioner scene what we are doing & lessons learned

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  1. AMH’s lean practitioner scenewhat we are doing & lessons learned November 25, 2009

  2. Need for Lean Practitioners • Background: • AMH is working with other divisions at DHS to transform the department into a world-class organization, and part of this involves taking a grassroots approach in which staff drive many of the improvements. • AMH has a Transformation governance structure to help remove barriers and keep projects moving with its Steering Team. • AMH, which includes OSH, has devoted 2.5 staff members as Lean Leaders, and 1 staff member as a full time Project Manager to assist with implementing Transformation and Lean. • AMH staff members responded to a survey in February 2009 indicating that for the most part, they are interested in Transformation, but don’t really know how to get involved or how the changes affect them. • AMH has a critical need for change management in order to successfully rollout and sustain Transformation and Lean. • AMH chose to develop a Lean Practitioner model to engage more people within the Division in Transformation, including their managers. • Lean Practitioners work very closely with their Managers on how Lean Practitioner time is spent & how Lean principles & tools are implemented.

  3. Lean Practitioner Responsibilities • AMH Lean Practitioners will play an important role in helping transform the culture. Responsibilities include: • Facilitating implementation of the Lean Daily Management System (LDMS) core components in multiple units / sections (beginning with the practitioner’s own unit) throughout AMH including: • Huddles • Visual Boards • Metrics • Working closely with the AMH Transformation Team Project Manager and the LDMS Initiative Lead to implement an LDMS rollout strategy. • Sharing information with and educating AMH staff in multiple units / teams on how to implement Transformation and Lean principles and tools. • Providing progress updates to the Initiative Lead and Project Manager.

  4. Lean Practitioner Responsibilities • Lean Practitioners will: • Receive training as Lean Leaders; • Be selected by their managers, the project manager, & AMH Leadership; • Be located in multiple units throughout AMH; and • Be highly visible and have great impact on Transformation in AMH. • Lean Practitioners will NOT: • Lead Rapid Process Improvement (RPI) and/or other Lean events. They may assist a Lean Leader with an event; • Fix processes on their own or by themselves; or • Change anything without tracking improvements and their benefits (e.g. cost, service, quality, people).

  5. Implementation Tasks for the Initiative Lead & Project Manager Step 1 • Office/Unit Organization Charts • Contact HR • Identify Units • Develop Roll-Out Calendar Draft • Connect with Managers of each Unit • Instil what Lean Practitioner Competencies & Qualities are Desired • Connect with Managers as a Group, (elevates the conversation about culture change) Step 2 • Recruit Lean Practitioners • Arrange Training (to include both managers and staff) • Develop Governance Structure Needs • Arrange Change Management Training • Update Roll-Out Calendar Step 3 • Provide Training • Set monthly Lean Practitioner Check-in Meetings • Provide Materials • Set up Calendar of Huddles • Set up Structure for Reporting Metrics • Communication Plan Schedule • Update Roll-Out Calendar

  6. Implementation Tasks for theLean Practitioner, the Manager, & Unit/Team Step 1 • Identify logical intact work groups (one unit has two huddling teams, for example) • LDMS orientation for staff and employees (in Unit meeting) • Agree on the “to be” role for managers, supervisors, team leads, etc. • Answer any questions and concerns • Gather materials Step 2 • LDMS implementation begins • Begin Daily Start-Up Huddle meeting • Design and install Primary Visual Display (PVD) board including existing metrics Step 3 • Begin Kaizen Action Sheets (KAS) • Begin Short Interval Coaching and Work Group Metrics • Identify Focus metrics

  7. Lessons Learned? • It is imperative to be careful with selecting your first Lean Practitioners • Training should include a good dose of business goal talk • Make a clear connection between the unit/team’s business goals & their skills matrix • Start a calendar early • Get Executive Teams huddling first • Reinforce, Reinforce, Reinforce…Even if you think you already said it, say it again… • FAQs • E-mails • One-on-one connections • Don’t rush the slow-pokes • Slow-down the rushers • Create a way to track the fun stories • Take pictures

  8. What we are Tracking…

  9. What we are Tracking…

  10. What we are Tracking… Lessons Learned?

  11. In the Works…. • Gathering Stories to illustrate impact • Photographs • Nailing Down Business Goals • Advanced Training for Lean Practitioners • Bring other Units/Teams in • Executive Team Huddle & Visual Board • Multiple Lean Practitioners per Unit/Team • Bi-Weekly or Monthly Message from Madeline & Richard • How about More Male Lean Practitioners

  12. Kids Team Took their time on VDB Worked out the bugs together Team that consists of members from across Division

  13. Addiction Treatment Program Unit Small unit of 4 people (plus two vacant positions) Working together on VDB Started later than the others

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