Daily Lean Management: Your Role as a Leader P D C A A system to drive improvement __________________________________________________

What is Lean Thinking? “The endless transformation of waste into value from the _________ perspective”. ---Womack and Jones, Lean Thinking Staff’s Leader’s Customer’s Payer’s

The Objective of Our Lean Work To increase Value Added Work and reduce _______ to Increase Throughput, Lower Cost and Improve Quality Stress Waste Worker Burnout Finger Pointing Lead Time

The Acronym UMHS uses to help us remember Waste is _________ W.O.R.M.P.I.T. D.O.W.N.T.I.M.E. C.O.M.M.W.I.P. G.E.T.L.O.S.T. The Categories are…..

Summary of the main Lean In Daily Work elements Click image below for video (5 minutes) Key Visual Metrics Daily Team Huddles Daily Problem Solving through the Everyday Lean Idea Process Leadership Gemba Walks Gemba is ___________________ where the actual work takes place where patient and families provide feedback on their experience an employee suggestion program the new MHealthy diet program During Gemba it is important to _______ bring cookies show up unannounced to help avoid the “Hawthorne Effect” determine what needs to change go see, ask why, and show respect

Why implement Lean in Daily Work? Translate Lean Principles into practical expectations Redirect reactive fire-fighting to a systematic, pro-active process Offer a standardized and repeatable process that yields results Develop our Leaders to be daily improvement coaches and mentors Engage front line Faculty and Staff in daily root cause problem solving Leverage the collective wisdom across our entire group

The Flip Side Of Lean I feel the most important takeaway from this video is ___________________ the negative effects of not having standard work and detailed training the connection between work pace and quality never to work in a chocolate factory the importance of creating a safe, blame free environment for surfacing and solving daily problems

A Quick Summary of Lean Thinking Do our work every day in a standard way that we created Not just the way the work evolved! Be alert to things going wrong They always do! Fix the problem now For this patient or co-worker Find and fix the root causes of the problem So it never happens again! Modified after Spear; Billi

How can we create (liberate) “25,000 problem solvers”? Help each worker take initiative to find and fix causes of problems he/she faces daily This means each of us has two jobs: Do the work Improve the work Leaders’ role: Support improvement work (time, mentoring) Align improvements so value flows to the customer Modified from John Shook

For us to be successful, we need Leaders to continuously model and reinforce the following principles….  Align/Results (strategic few): -Value for the customer -Constancy of purpose -Think systemically   Enable (the people): -Lead with humility -Respect for every individual -Learn continuously Improve (the process): -Focus on process -Seek perfection -Embrace scientific problem solving Model in all interactions and purposefully reinforce during Leadership Walks Review Table: Think – Pair – Share : “Perform The Therefore Test”

“Leadership Gemba Walks”

http://youtu.be/IKPIYjyxi3Q

Key Questions for Lean Leaders to ASK OFTEN! What problem are you working on now? What was the last experiment you tried? What happened? What did you learn? What do you plan to try next?

Problem Solving Questions of the Coaching Leader the “little” Questions……….that help answer……………the BIG Questions What do you think is a problem? What IS actually happening? What is NOT happening? What do you think should Continuing Questions be happening? Why does it matter? Do you know WHY this is/is not happening???? What do you actually know? What do you need to know? How will you learn it? CAN WE GO SEE? What’s the REAL Problem? What is your Purpose? Why do you have this Problem or need? What do you think will address the problem? How will you test your idea? How will you know if it worked? How do you Know that? Why do you Think that? What did you See? Hear? Can you show me? ©Copyright 2009 David Verble. Lean Transformations Group. All rights reserved.

Practice “Asking Effective Questions” Reflection on Exercise Use “Problem Solving Questions of the Coaching Leader” as a guide - Get in groups of three - Identify a Problem Owner, a Lean Leader, and an Observer - Problem Owner: briefly describe the problem - Lean Leader: practice “asking effective questions” that are framed around “pure inquiry” (use handout as a guide) - Observer: provide feedback on how the Lean Leader did (both positive things and opportunities for improvement) - Switch roles (repeat until everyone has a chance to play each role) Reflection on Exercise

Lessens Learned from Your Lean Experience What worked well? Where did you struggle? Causes? Ideas to overcome? Review Table: Think – Pair – Share

“Balancing People Development & “Developing Local Champions” “Teaching to Fish” Interval Train the Trainer Approach (ITT) Just in Time Instruction and Implementation “Balancing People Development & Process Improvement” “Developing Local Champions”

The Virtual Lean Resource Center The Virtual Lean Resource Center *Many additional resources available, below is a sample of the most utilized resources http://www.med.umich.edu/i/quality/tools/lean_assist.html Requests for Lean Assistance https://umichumhs.qualtrics.com/SE/?SID=SV_0MmahvI58YJgukQ Lean Coach Office Hours https://wiki.umms.med.umich.edu/x/QZNSBw (unique ID and level 1 Kerberos password) Specific websites dedicated to… Lean in Daily Work (http://www.med.umich.edu/i/quality/tools/ldw.html) A3 Structured Problem Solving (https://wiki.umms.med.umich.edu/x/HgCwAw) (unique id and level 1 Kerberos password) Value Stream Mapping (https://wiki.umms.med.umich.edu/x/rIIyBw) (unique id and level 1 Kerberos password)

Can we afford NOT to do this? Click image for a Video on how to start a “Movement” or in our case “Lead a Transformation” Lean Healthcare Can we afford NOT to do this?

Questions / Comments Contact Information: Kevin DeHority Lean Coach, Michigan Quality System 734-615-0176 dehority@umich.edu