running rapid improvement events
DESCRIPTION
by Ian Glenday of Lean Enterprise Academy shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy www.leanuk.orgTRANSCRIPT
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Lean Enterprise Academy 2006
Running Rapid Improvement Events
Ian Glenday
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Rapid Improvement Events
Or
Kaisen workshops
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Definition of LEAN
• Creating flow in the value stream
• Eliminating waste (=muda)
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Rapid Improvement Events
• Point Kaisen
– Focussed on eliminating waste– “Islands” of improvement– Can have negative impact on overall
system
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Rapid Improvement Events
• Point Kaisen
• Flow Kaisen
– Focus on creating flow– As a consequence will increase
throughput & eliminate waste– Tends to improve one value stream
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Rapid Improvement Events
• Point Kaisen
• Flow Kaisen
• System Kaisen
– Lean across whole enterprise– Combines all the value streams
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Rapid Improvement Events
• Focus is on:
– Analysis, leading to
– Clear objectives, with
– People working together, in order to
– Make things happen during the event, not
– To produce a set of recommendations
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Overview
• Day 1 AM• principles of flow & Glenday sieve
• Day 1 PM• Analyses by attendees
– Glenday sieve– Value stream mapping– Spaghetti diagrams– Brainstorming of barriers to flow– “niggles”
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Overview
• Day 2 AM• Analyses continued• Setting of specific objectives• “Rules” for Rapid Improvement
• Day 2 PM• Teams start on specific objectives• Further analysis
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Overview
• Day 3• Improvements made to existing “methods”
• Day 4• “Black holes” occur• Teams make breakthrough improvements • Teams work late!
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Overview
• Day 5• Finish off changes• Write up new procedures• Develop action plan & communication material• Set up ongoing monitoring• Present results
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Rapid Improvement Events
Results are ALWAYS far greater than people thought possible
WHY?
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Results always greater – why?
• Specific topics & targets are not pre-set– These come from DATA analysis
• Mixed delegates – Every function involved
• Time & effort– Never had so many people for so much time– Leads to breakthroughs
• Make physical changes– happen within the week by the attendees
• Focussed on making the “Greens” flow
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The “Greens”
come from
Glenday sieve analysis
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The Glenday Sieve
99%
95%
50%
% ProductRange
% Cumulative Sales
Last 1%
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The Glenday Sieve
99%
95%
50%
% ProductRange
% Cumulative Sales
Last 1%
6%
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Central limit theory =
Greater the aggregate
less the variability
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The Glenday Sieveand
Value Stream Mapping
What do you map first?
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The Glenday Sieveand
Value Stream Mapping
To make the “greens” flowto a drumbeat and remove
unnecessary variability
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The Glenday Sieveand
Value Stream Mapping
which willas a consequence
reduce non-value added waste
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The Glenday Sieve
99%
95%
50%
% ProductRange
% Cumulative Sales
Last 1%
6%
50%
70%
30%
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The Glenday Sieve
reds & blues colour perceptions
and
introduce high levels of variability
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The Glenday Sieve
Don’t mix reds
With greens
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Rapid Improvement Events
• Flow Kaisen
– Focussed on identifying the greens and making them FLOW
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Rapid Improvement Events
• Preparation– Communication Communication Communication
• Never enough– Selecting attendees
• Mixed• Role of “outsiders”
– Admin.• Invites• rooms
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Rapid Improvement Events
• Day 1 AM• principles of flow & Glenday sieve
• Day 1 PM• Analyses by attendees
– Glenday sieve– Value stream mapping– Brainstorming of barriers to flow– Spaghetti diagrams– “niggles”
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Glenday sieve
4.2% of Procedures =52% of volume
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Spaghetti DiagramsClinic & pre-op
432 steps23 touchesPatient sits& waits 11 times
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Spaghetti DiagramsDay Ward
500 metres34 touchesPatient can waitup to 4 hours
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Niggles
- Small irritatingthings for staff- Helps to get people“on board”- Impacts overalleffectiveness
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Setting Objectives
• Comes from analysis
• MUST be specific and quantified
• Don’t need to know “how”
• Invite people to sign up
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Rules for the RIW• Start by jointly analysing & understanding current practices• Don’t spend time in lengthy debates• Work as a team & use your resources to cover all the tasks• Think of how to do it, not why it can’t be done• Create & assess alternative solutions• Seek wisdom of 10 rather than knowledge of 1• Do not seek perfection, do it only for part of the target• Wisdom is brought out by hardship
– First improve, then change• Raise any (perceived) roadblocks with IFG• When the analysis shows a way forward,
IMPLEMENT IT !!
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Unfreeze
then re-freeze
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Daily review• 17.00 hrs• Not all the team• Key points is action plan forward, not what
has happened• Any issues/barriers/things stopping the team
achieving what they want to do
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Teams decide own start/finish times,
who does what, etc.
Less = more
Give people chance towork on common issues
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Day 3
• ACTIONS
– Teams work on “existing”– Don’t get tied up with road blocks– Green stream team has many
discussions!!
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Day 4
• “Black holes” occur
• Teams change the existing
• Teams work late!
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Day 5• Finish off changes
• Write up new procedures
• Develop action plan & communication material
• Set up ongoing monitoring
• Present results
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Unfreeze/refreeze• Does it ruffles feathers?
– communicate communicate communicate– But still won’t be enough
• Creates excitement (niggles help)
• (Most) People want to get involved
• Treat attendees as responsible & sensible (‘cos they are!!)
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Results from Clatterbridge
• Communication “brief” produced during workshop
– Use as presentation
– Print off as posters to put up in hospital