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Page 1: Kaizen Training

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Copyright Children's Hospital Medical Center of Akron

Kaizen Training

1

Page 2: Kaizen Training

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Copyright Children's Hospital Medical Center of Akron

Objectives

• Understand Kaizen

• Learn the relationship between

Standardized Work and Kaizen

• Learn the Kaizen Event process

• Identify applications for Kaizen

Green Belt Training Improve/ControlKaizen

2Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron

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Section 1

What is Kaizen?

Green Belt Training Improve/ControlKaizen

3

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Copyright Children's Hospital Medical Center of Akron

Green Belt Training Improve/ControlKaizen

4

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Section 1: What is Kaizen?

Green Belt Training Improve/ControlKaizen

5

Continuous Daily Improvement throughDaily Management System

80%

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- A3 Projects- 100 day (Green Belt Projects)- Kaizen Event (Rapid Process- Improvement Week)- 3 P (Production Preparation Process - Value Stream Mapping Workshop

Green Belt Training Improve/ControlKaizen

Section 1: What is Kaizen?

20%

Breakthrough Initiatives determined throughStrategy Deployment

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The Notion Of Continuous Improvement

MaintainMaintain

ImproveImprove

ImproveImprove

ImproveImprove

ImproveImproveMaintainMaintain

MaintainMaintain

TrueNorth Kaizen:

• eliminates waste

• identifies the next constraint

• returns standard condition

• drives improvement

• can improve flow

• enables J-I-T

• increases performance

• involves all employees

Green Belt Training Improve/ControlKaizen

7

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Another Look

WasteWaste

Customer-ValuedWork

Customer-ValuedWork

IncidentalWork

IncidentalWork

KaizenConstant improvement in the direction of ‘True North':

• Safest way• Shortest lead-time

• Highest quality• Lowest cost

Green Belt Training Improve/ControlKaizen

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Advantage: Standard-Based Improvement

I

I

I

I

II

S

S

S

SS

S

AA AA A

A

Time

Per

form

ance

Kaizen based on Standardized Work.Kaizen without Standardized Work.

With standardized work in place Kaizen ensures incremental improvements are

sustained.

Green Belt Training Improve/ControlKaizen

9

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Section 1 Summary

• The word Kaizen means ___________ ___________.

• __% of improvement work should be through continuous _______

improvement.

• Continuous daily improvement is facilitated by the daily ______ system.

• __% of improvement work should be through ________ initiatives.

• Breakthrough initiatives are planned through the ________ deployment

process

• Kaizen actions should point us towards T_____ N______.

Green Belt Training Improve/ControlKaizen

10

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Section 2

Kaizen Events'How To'

Green Belt Training Improve/ControlKaizen

11

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Section 2: Kaizen Events ‘How To’

1. Identify the opportunity2. Form a Team3. Determine the improvement objectives4. Determine the schedule

5. Understand the current state6. Envision the future state7. Develop improvement ideas to close the gap8. Implement and Standardize

9. Complete pending task list items10. Sustain the gains11. Continuous process improvement

Green Belt Training Improve/ControlKaizen

12

Pre-Kaizen

Kaizen Event

Post Kaizen

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Kaizen Events using the DMAIC ModelDefineMeasure

Confirm DefineConfirm and/or add to MeasureAnalyzeImprove

ImproveControl

Green Belt Training Improve/ControlKaizen

13

Before

During

After

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Green Belt Training Improve/ControlKaizen

14

• Understand the Customer• Define the Business Case• Define the Process• Articulate the Project Plan

Before

Kaizen

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Green Belt Training Improve/ControlKaizen

15

MEASURE

What are we going to measure?Can it be easily attained?Can it be objectively measured?What is our baseline of performance?What will be our success target?

Before

Kaizen

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

In the A3 Document, describe…

What’s the background? Establish the business case.

What is the Current Condition?

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Problem Statement, Goal, Metrics, Parameters

World class benchmarks: 50% reduction in defects; Value-added time >30% of Lead Time; 50% reduction in lead-time.

•Consider ‘breakthrough’ goals, not just incremental improvements.•Stretch objectives lead us to develop options we might not otherwise.•Use the SMART approach to setting goals.

In the A3 Document, describe…

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Team:• 6-10 ideal • Process Owner• 2-3 from area• Upstream and Downstream customers• “Fresh Eyes”• Ad Hoc Team members• Support Personnel

• IS• Engineering

In the A3 Document, describe…

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The A3 Document

The High Level Schedule

•Make sure key individuals can be present•Choose the best days and times for your team (do you need to do afternoons, evenings, weekends?)•Make sure you stay away from key hospital events•Stay away from month-end close (if applicable), holidays, peak season

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Kaizen Playbook

Initial Planning

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Kaizen Playbook

Initial Planning

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Kaizen Playbook

Initial Planning As a facilitator:• go to the gemba• develop a SIPOC if possible, at least a process map• determine if data is available for use in a VSM, and obtain this data

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Kaizen Playbook

Initial Planning

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

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General Kaizen Overview

Cause & EffectCause & Effect

UDOs/Issues

Ease

Impact

.5

1.51.0

2.02.5

.5

3.03.54.04.55.0

1.01.5 2.02.53.03.54.04.5 5.0

12

3

4

5

89

10

76

Brainstorm

Team Training

Go to the Gemba

Goal

Final Presentation

Action Items

What Who When Status

Implementation

27

Understand theCurrent State

Envision/Design theFuture State

SWI/Training/Communication

Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Prepare Materials

• 5 S Supplies• Special Orders• Camera• Stop watches, pedometer, tape

measures, label makers, walkie talkies• Training materials: flip charts, markers,

slide deck• Cleaning Supplies• Standard Work Instruction template

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

SlideDeck

Useful for Organizing• Sequence• Breaks

Sets the stage• Introductions• Agenda• Expectations• Purpose

Add in Fun• Videos• Games

Training• Personality Matrix• Principles of Lean• DOWN TIME• What is Kaizen?

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OR VALUE STREAM MAPPING EVENT

DAY 1

Akron Children’s HospitalCenter for Operations Excellence

Sample Portion

of a Kaizen

Slide Deck

Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron

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Name Tags

31

Akron Children’s HospitalCenter for Operations Excellence

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Introductions

32

•Name

•Where you work

• Answer the question

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DAYS AGENDA

33

• Introductions• Agenda• Burning Platform• Team Building• Team Rules• Kick off • Basic Lean Training• Value Stream Map Training• Go to Gemba

• Lunch• Current State VSM• Prepare for Report Out• Report Out• Reflection

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...Start first with purpose

Insert graphs and data (both qualitative

and quantitative) that have been

discovered through the pre-kaizen phase.

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Voice of the Customer

Also, include Voice of the Customer in

these first few slides.

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Benefit to our families

What’s the benefit to our customer or

families?

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Benefit to ACH

What’s the benefit to our staff and

organization?

Financially and non-financial benefits

should be listed.

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Additional Considerations/Comments

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Define and Measure A3

Go through your A3 document here…

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Problem Statement and Goals

40

Drill in on your Problem and SMART Goal

Statement here…

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Team

Process improvement through people development™Copyright Children's Hospital Medical Center of Akron

Make sure everyone on the team knows

who all the other players are in the room.

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• Technical Expert

• Outside Eyes

...Dual Role

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LEAN WORKGROUPS

• Responsibility to the Patient

• Responsibility to the Organization

• Responsibility to those who do the work

Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron

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Work Hard

Have Fun

Learn Something

Make Good Change Happen

Keep breaks and lunches to schedule

Expectations

Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron

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Team Rules• Be open to change.• Maintain a positive attitude.• Encourage everyone to participate.• Don’t dominate the conversation.• Never leave disagreements unspoken.• We’re not interested in assigning blame – only in

creating solutions!• Practice mutual respect.• Treat others as you want to treated.• One person, one vote – position doesn’t matter.• The only stupid questions are the ones not asked.• Have fun!• Understand the process, and…JUST DO IT!• Additions???

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Kaizen

47

Kaizen – “Good Change”

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End of Sample Portio

n

of a Kaizen

Slide Deck

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The Kaizen Event

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Challenge the team and ask: What would make usworld class? What are our competitors doing?

• Introductions• Agenda• Burning Platform• Agree on Metrics and Goal• Team Building• Team Rules• Kick off • Basic Lean Training• Go to Gemba

Morning Day 1

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

• Sharing Gemba Observations

• Identifying Undesirable Observations (UDOs)

• Ease Impact / Fishbone Diagrams / 5 Why Analysis

• Leadership Report-Out

AfternoonDay 1

Use the Tools!!!

• Understand the sources of

variation and waste

• Get to the root cause

Kaizen is about employee involvement.Everyone participates!

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Without the current state measurement,We don’t know where to begin improving.

• Value Stream Map Training• Team creates Current State VSM• Team envisions Future State VSM• Begin to develop improvement ideas• Leadership report out

Day 2

What is the current Lead Time?What does the lead-time consist of?What are the major contributing factors?What is the gap between plan and actual?

Use the tools!!!

Spaghetti

diagram, Takt

Time, Load Chart

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Generating IdeasFollow these easy steps:

1. Determine the improvement need / opportunity that exists:

Quality, Safety, Cost Reduction, Inventory, Cycle Time, etc.

2. Consider what can be changed to improve the situation:

Better steps or methods

Different parts or materials

Learn new tool / utilize existing software functions

Investigate low cost or no cost improvements

3. Evaluate sources for specific ideas:

People in the process

Equipment manufacturer or other users

Other sites with similar processes

Reference materials

Find waysto encourageinvolvementby everyone.

Green Belt Training Improve/ControlKaizen

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

• Experiment with Improvement Ideas• Create a task list• Implement the “Just-Do-Its”

Day 3

Try ideas in the actual processEvaluate and reflect on resultsCompare to the current state measurementConsider mistake proofingCreativity before capital

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Task List

What is the

task?

Who is

responsible?

How?

When?

Status

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

• Continue to implement new methods• Standardize the work• Determine training needs• Train to the standardized work• Develop communication plan• Leadership report out

Day 4

For the improvements to be sustained, new proceduresmust be documented, trained and standardized.

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

• Finalize improvements• Finalize Standard Work Instructions• Update task list• Prepare for final report out• Celebration lunch• Final Leadership report out

Day 5

For the improvements to be sustained, new proceduresmust be documented, trained and standardized.

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

• Leadership should attend and support the presentation.

• Involve all people from the team if possible.

• PowerPoint not required: use flipcharts from actual

activity.

• Keep it simple and have fun. Celebrate the results.

• Consider where similar processes reside; share the

learning.

• Conduct the presentation at the worksite if possible.

Final Report Out

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

Final Report Out Presen-tation

1. Kaizen Team Name and map or photo of the area.2. Introduce team members by name.3. Team mission - why improvement was needed.4. Team targets and objectives.5. Activities and actions taken during Kaizen:

• Show by sketch, photo, drawing, etc• Show before and after comparisons. Root cause

analysis. • Review follow-up actions• A3 – Problem Solving format may be used for

presentation6. Results - the most vital message!7. Closing comments from Kaizen team and facility leadership.

A crisp presentation: who, why, what, how & results.

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Green Belt Training Improve/ControlKaizen

Section 2: Kaizen Events ‘How To’

The Kaizen Playbook

After theKaizen

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Not Just an “Event”

• In the past, we have thought of Kaizen mostly as an 'event'.

• That term implies a distinct beginning and end.

• This may be true for some Kaizen activities.

• The concept of Kaizen does not have a beginning or an end.

• Kaizen is the 'better every day’ way of thinking.

• Small, incremental improvements done immediately are also Kaizen.

• As ‘better every day’ becomes the way we work, the do-it-now Kaizen will likely far outnumber the more-formalized Kaizen activities.

• Lean Champions will be needed after a Kaizen event to sustain the gain.

Green Belt Training Improve/ControlKaizen

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Section 2 Summary

• To have a successful Kaizen you need to ________.

• During the Kaizen, encourage _______ to participate.

• Incremental improvements are ___ enough.

• Use the ______.

• To prepare, a facilitator must go to the ________.

• Find ways to make it ______!

Green Belt Training Improve/ControlKaizen

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CCL ProcessingKaizen Event

October 26 – 30, 2009

Akron Children’s HospitalCenter for Operations Excellence

Kaizen Examples

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Akron Children’s HospitalCenter for Operations Excellence

Before – Phlebotomy area and “ACHP Dump” site

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Akron Children’s HospitalCenter for Operations Excellence

Before – Intake Window, Tube Station and Accession Table

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Akron Children’s HospitalCenter for Operations Excellence

Before – Centrifuge and Aliquot Area

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Baseline Data

Include data both quantitative and qualitative

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• Defects / Corrections• Overproduction• Waiting• Not utilizing employee skills (Underutilization)

• Transportation / Movement• Inventory• Motion• Excessive Processing

8 Types of Waste in Healthcare

Process improvement through people development™Copyright Children's Hospital Medical Center of Akron

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Akron Children’s HospitalCenter for Operations Excellence

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Day 1 (Monday) - Training, Undesirable Observations and Ease/Impact Analysis

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Akron Children’s HospitalCenter for Operations Excellence

Day 2 - Value Stream Mapping

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www.akronchildrens.org/givingDay 2 – The Current State Floor Layout

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Akron Children’s HospitalCenter for Operations Excellence

Day 2 – Lean Design - Version 5

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Time Available

Takt Time

Demand

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Day 4 – Approval for LTD Rollout

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Wall mounted CPU and Monitor

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Andon Lights

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www.akronchildrens.org/givingLast Minute Details – Friday morning

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www.akronchildrens.org/givingCustom built “prototype” table delivered Friday morning

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Akron Children’s HospitalCenter for Operations Excellence

Back in Business – Friday Afternoon

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Akron Children’s HospitalCenter for Operations Excellence

Before and After

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Center for Operations Excellence

End of the CCL Slide deck