A Doctor s Perspective on Kaizen Making Improvement Easier
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1 A Doctor s Perspective on Kaizen Making Improvement Easier Dr. Gregory Jacobson, CEO and Co-Founder [email protected] COPYRIGHT 2012, KAINEXUS LLC Mark Graban, Chief Improvement Officer [email protected]
2 Housekeeping Questions Please ask them! Use Webinar Panel Question Box, or to Slides & Audio Enlarge screen as desired Master volume on computer Recorded Version This webinar will be available online within 3 days Slides of presentation will be shared in PDF format An will be sent once it s ready
3 About Gemba Academy Producers of Online & DVD Based Lean & Six Sigma Training 300+ Videos (and always growing) Site Based Subscriptions: Train everyone in your facility for $495. GembaAcademy.com
4 Free 44 Lean Training DVDs Promotion Ends November 30, 2012 GembaAcademy.com/Promo
5 Full webinar: Kaizen Kai = Change Zen = Good
6 Equally Important Pillars
7 Why Kaizen? 1. Make your work easier 2. Make your work more interesting 3. Develop your skills & capabilities Norman Bodek
8 Kaizen is for Everyone! emphasizes morale-boosting benefits and positive employee participation over the economic and financial incentives - Masaaki Imai
9 More Than Just Events Very few Large issues System Kaizen Few Medium issues Six Sigma Lean Event Many Small issues Daily Kaizen Adapted from: The Toyota Way Fieldbook, Liker and Meier
10 Quick and Easy Kaizen 1. Find 2. Discuss 3. Implement 4. Document 5. Share Find Discuss Implement Document Share
11 Greg s Kaizen Journey
12 What and Why Way of life Proven Daily improvement Crisis Problem is too big not to invite everyone to solve it Effects on Quality/Value, Safety, and Finances are too great to not be doing this
13 How Nuts and bolts Start today You don t have to be an expert Easy concepts Disciplined Culture change takes years but wins happen immediately
14 Education Sustainable Include everybody Road map Implementation
15 Why Do Health Care Workers Go Into Healthcare? To help people To make a difference To practice healthcare, not to be a process improvement guru
16 Introduction & Inspiration
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18 Kaizen Principles Continually improve, with no idea being too small Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December 2009.
19 Kaizen Principles Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December A major source of quality defects is problems in the process
20 Kaizen Principles Focus change on common sense, low-cost, low-risk improvements, not major innovations Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December 2009.
21 Kaizen Principles Empower the worker to enact change Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December 2009.
22 Kaizen Principles Collect, verify, and analyze data to enact change Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December 2009.
23 Kaizen Principles All ideas are addressed and responded to in some way Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD, Kaizen: A Method of Process Improvement in the Emergency Department, Academic Emergency Medicine, Volume 16, Issue 12, pages , December 2009.
24 Implementation Methods Paper Spreadsheet Using generic technology Systems designed to do Kaizen Home grown KaiNexus
25 KISS Principle Keep it simple stupid Kelly Johnson American system engineer and aeronautical innovator
26 Kaizen Walkthrough" #30 Gauge Needles Stocked in Rooms" We need to stock #30 gauge needles in the individual rooms. They hurt less when used as compared to 25 or even 27 gauge. Several times a shift I have to go to the service center to get one. Thanks."
27 Electronic Suggestion Box? Question, Problem or Need Identified" Entered in " Kaizen Portal" s " Sent Out"
28 A Systematic Approach Physician, Nurse or Staff" Feedback to all Involved" Issue Moved to Completed" Question, Problem or Need Identified" Kaizen Cycle" Kaizen website accessed and issue is sent to Chair" Issue assigned to key stakeholder or responsible individuals along with expected completion date" Problem Addressed, fixed or responded to. Reply generated." Issue filed by: Topic, Due Date, Submitting MD, and Assigned Individuals" Chair sends reminder" Problem not yet responded to, or incomplete by due
29 Kaizen Walkthrough"
30 Examples of Kaizen from VUMC
31 Published Results
32 Kaizen at VUMC E.D.
33 Kaizen Impact Led to a Change? A large organization with 10,000 or more employees may be able to: 47% YES 53% Realize $2.5 million in savings a year Detect and eliminate 500 errors a year Implement over 2,600 quality improvements Implement over 550 staff or patient satisfaction improvements
34 Origins of KaiNexus
35 Entering an Opportunity for Improvement (OI)
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40 KaiNexus Customers 15 medical centers, app 3000 users Vanderbilt, Univ. of North Carolina, Cook Children s 1303 submitted Opportunities for Improvement (OIs) 1049 completed OIs, 579 led to a change (71%) 455 (43%) Quality Improvement 83 (8%) Patient Safety 20 (2%) Staff Safety 100 (10%) Patient Satisfaction 224 (21%) Staff Satisfaction 13 (1%) Cost Savings ($55,932 Annualized Cost Savings) 9 (1%) Revenue Generation ($2m) 33 (4%)Time Savings (10,623 Hours Annualized Time Savings)
41 Q&A Web: Social media: Book:
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