scripps health lean presentation 2-24-14
TRANSCRIPT
Lean Leadership
Ken Flaherty
| San Diego, CA | February 24, 2014
Anchoring Organizational Values to Lean Principles
Agenda and Objectives
2
Introduction
Lean Transformation – Bridging the Gap
Anchoring Values to Lean Principles
Lean Leadership
Role of A Lean Leader
Managing for Daily Improvement
Q& A
Meeting ObjectivesToday’s Agenda
Understand what needs to change
Understand what to change to
How to cause the change
Closing the Gap
Culture Enablers
GUIDING PRINCIPLES SUPPORTING PRINCIPLES
Measure what MattersAlign Behaviors with PerformanceCreate Value for the CustomerIdentify Cause & Effect Relationships
See RealityFocus on Long TermCreate Constancy of Purpose Enterprise Align SystemsThink Systemically Alignment Align Strategy ?
RES
ULT
SStabilize ProcessRely on DataFocus on Process Standardize ProcessesEmbrace Scientific Thinking Insist on Direct ObservationContinuousFlow & Pull Value Focus on Value StreamImprovementAssure Quality at the Source Keep it Simple & Visual
Seek Perfection Identify & Eliminate WasteIntegrate Improvement with Work
Empower & Involve EveryoneLead with Humility Cultural Enablers Develop PeopleRespect Every Individual Assure a Safe Environment
“Ideal behavior”
“Idea
l beh
avior
”
GUIDING PRINCIPLES SUPPORTING PRINCIPLES
Measure what MattersAlign Behaviors with PerformanceCreate Value for the CustomerIdentify Cause & Effect Relationships
See RealityFocus on Long TermCreate Constancy of Purpose Enterprise Align SystemsThink Systemically Alignment Align Strategy
RES
ULT
SStabilize ProcessRely on DataFocus on Process Standardize ProcessesEmbrace Scientific Thinking Insist on Direct ObservationContinuousFlow & Pull Value Focus on Value StreamImprovementAssure Quality at the Source Keep it Simple & Visual
Seek Perfection Identify & Eliminate WasteIntegrate Improvement with Work
Empower & Involve EveryoneLead with Humility Cultural Enablers Develop PeopleRespect Every Individual Assure a Safe Environment
Leaders are rounding in the work place looking for opportunities to coach to a structured problem solving methodology
Managers share improvements & countermeasures to problems in other areas to minimize rework
Staff signal problems immediately and swarm to solve using a standard approach
DIGNITY EXCELLENCE SERVICE JUSTICE
PRINCIPLES OR VALUES ?
Measure what MattersCreate Value for the Customer Align Behaviors with Performance
Identify Cause & Effect Relationships
See RealityFocus on Long TermCreate Constancy of PurposeSERVICE Enterprise Align SystemsThink Systemically Alignment Align Strategy
Stabilize ProcessRely on DataFocus on Process Standardize ProcessesEmbrace Scientific Thinking Insist on Direct ObservationContinuousEXCELLENCE Flow & Pull Value Focus on Value StreamImprovementAssure Quality at the Source Keep it Simple & Visual
Seek Perfection Identify & Eliminate WasteIntegrate Improvement with Work
RES
ULT
S
Empower & Involve EveryoneLead with Humility Develop PeopleDIGNITY Cultural EnablersRespect Every Individual Assure a Safe Environment
ANCHORING
TEAMWORK(value)
IDEA SUGGESTION(system)
FOCUS HERE
behavior behavior “Ideal behavior”behavior behavior
TOOLS
SYSTEMSPRINCIPLES
Behavior can be…Frequency
• Observed Duration• Described Intensity
Scope• RecordedRole
Lean Leadership Model
3 Support Daily KaizenBuild local capability throughout for daily Management & Kaizen
2 Coach and Develop Others
4 Create Vision and Align Goals
Create True North visionand align goals verticallyand horizontally
1 Commit to Self DevelopmentLearn to live True North values through repeated Learning Cycles
TRUE NORTHVALUESChallenge
Kaizen MindGo and SeeTeamworkRespect
PD
CA
PD
CA
PD
CA
PD
CA
See and challenge true potential in others though self-development learning cycles
Let’sStartHere
Where is Your Time Spent
TopManagement
MiddleManagement
Supervisor
Front LineAssociate
Strategic Implementation(Breakthrough)
DailyManagement
Kaizen
0% 25% 50% 75% 100%
Percent of Time
Where is Your Time Spent
0% 25% 50% 75% 100%
Percent of Time
Physicians Face to Face with Patients
Administrative Functions
What Lean Leaders Need to Learn
• Managing from where the work takes place (gemba)
• Developing themselves and others– Live the core values and principles (example;
respect for people and continuous improvement)– Manage effectively from the gemba– Become a role model for discipline problem
solving– Become a teacher and coach for disciplined
problem solving
Daily Management System
• What is your daily system for:– Understanding performance?– Modeling principle based behavior– Seeing waste and eliminating waste? – Discovering problems and resolving
problems? – Continuously improving?– Coaching and developing staff?
Elements of a Daily Management System:
• Visual Controls
• Leader Standard Work
• Managing Daily Performance
• Managing Standard Work
• Daily Problem Solving and Continuous Improvement
• Employee Suggestion System
• Start Up Huddles and Escalation Systems
• Gemba Walks
• Developing People / Coaching
Putting it All Together
12/12 – Held 2 day leadership forum (Provided focus by developing 3 Wildly Important goals from 12/12 to 6/13)
01/13 – Provided lean fundamental training to entire staff (200 plus)
01/13 – Implemented an HHA Operational Counsel that meets weekly
02/13 – Built operational daily indicators that directly align to our focus. Building engagement centers
1. Create a Safe and engaging work environment for our staff
2. Give the most Effective care to our patients
3. Deliver our service in the most Efficient way
17
SEE
WIGS
Wig #1: Create a daily engagement system from 0 to 100% of all core departments by 6/30/13
Wig #2: Develop the capability to case manage all patientsFrom 5% to 100% by 6/30/13
Wig #3: Improve revenue capture from a monthly -200k to 0by 6/30/13
A Home Health Turn Around
Alignment & Focus
EMT weekly operationalhuddles
Daily staff operationalhuddles
Lagging
Indicators that
support the goals
Leading
Indicators that
support the goals
