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Introduction to lean and Rapid Improvement Event methodology Sharon Slane Organizational Development Consultant Dec 09

RAPID IMPROVEMENT EVENT Team Member Name……………………………..

Doing More With Less Increasing the utilisation of scarce resources Increasing productivity and service simultaneously

Where Lean Comes From Developed by Toyota as the Toyota Production System over the last 50 years “ Lean” title applied by Dan Jones & James Womack Lean now spreading throughout the public sector, Service sector and the NHS The same principles apply

Toyota’s Lean Strategy “ Brilliant process management is our strategy. We get brilliant results from all of our people managing brilliant processes.” -Senior Toyota Executive (Toyota is still the most financially secure car maker. Small loss 08/09 versus edge of bankruptcy for the “big 3”

It’s All About People It’s going to mean a shorter trip, less trips and a quicker arrival at an end point for a significant proportion of our patients who have worrying symptoms.” Mr Chris Goodman, Consultant Urologist, Clinical Leader It’s been an intense week. We were able to change things quickly that might have taken months, years if we hadn’t taken the time out. Mr Paul Halliday, Consultant Urologist It’s going to be far better for staff. I think they feel they’ve been listened to this week. Dawn Sturrock, Urology Clinical Team Manager

Establish value in the eyes of patients & service users Make value flow with no interruptions Pull what you want when you want it Search for perfection with no waste Map the total patient and service user value streams Lean Principles Jones & Womack, Lean Thinking-Revised, 2000

Spectacles Film processing Direct sales Internet Changing Customer Expectations

Improve Efficiency and Service Levels Improve Service Delivery Be responsive to demands Lower costs Increase productivity Reduce stress Improve morale Eliminate wasted time Everywhere

Blockages to Flow & Time Wasters Wrong information Too many things in process at one time Correcting other people’s errors Waiting for Approvals Supplies Other people Too many handovers People walking too far Etc

Causes of Blockages & Waste Functional organisations , silos Management measures and controls Changing management priorities “ Not my job” Inadequate training Information system problems Authorisation sign off levels Outdated / missing procedures etc

Seeing Blockages and Waste Waste is anything that does not Add Value for the patient/service user If you are not Adding Value what are you adding?

Lean and Value Add Lean is about identifying operations that Add Value and causing them to FLOW without interruption.

Focus on Blockages to Flow & NVA Eliminating Non Value-Add has a major impact on Quality, Cost and Service Delivery Value-Add Essential Non Value-Add Non Value-Add activity Elapsed time line

Rapid Improvement Event Rapid Improvement Event [RIE] - Common “Kick-start” to Continuous Improvement A key tool in the Lean toolkit Doing more with less Major, sustainable, organisation improvements - FAST

An RIE is about deliberately constructing an environment where the RIE Team can create and rapidly implement ideas in order to resolve critical organisational issues in a sustainable way ” Stuart Ross, Ross International Rapid Improvement Event

Rapid Improvement Event Rules Be open to change - Stay positive Speak out if you disagree See waste as opportunity - No blame Treat others as you want to be treated One person - One vote Ask the “silly” questions, challenge “givens” Creativity before capital Understand the Lean Principles then JUST DO IT

The Agenda for an RIE Setting the scene Training on the Lean principles Preparing for visits Day 1

The Agenda for an RIE Setting the scene Training on the Lean principles Preparing for visits Observing the current process Map process to see waste & blockages to flow Identifying the root causes of problems Day 1 Day 2

The Agenda for an RIE Setting the scene Training on the Lean principles Preparing for visits Observing the current process Map process to see waste & blockages to flow Identifying the root causes of problems Designing and sharing the new processes Long day !!!!! Day 1 Day 2 Day 3

The Agenda for an RIE Setting the scene Training on the Lean principles Preparing for visits Observing the current process Map process to see waste & blockages to flow Identifying the root causes of problems Designing and sharing the new processes Long day !!!!! Looking for acceptance Sharing, listening, modifying Day 1 Day 2 Day 3 Day 4

The Agenda for an RIE Setting the scene Training on the Lean principles Preparing for visits Observing the current process Map process to see waste & blockages to flow Identifying the root causes of problems Designing and sharing the new processes Long day !!!!! Looking for acceptance Sharing, listening, modifying Reporting what has been done Follow-through planning Day 1 Day 2 Day 3 Day 4 Day 5

Change Acceleration Message Acceptance Quality Effectiveness * Stolen with pride from GE * Q x A = E

Just Do It Go to the workplace Identify a Problem Try a Solution Think out of “silos” Think best overall process Learn from Doing Analyse the Facts Make Further Improvements

Everybody Wins Front line staff Better process Ideas for change “ Being listened to and allowed to shape the process we work in” Organisation Key indicators improved Quality Cost Delivery Safety Morale Patients/ Service users Increased Satisfaction Safer Better quality Better predictability Lower costs

Sound familiar? 7 w7astes of lean Exercise: Can you think of example in your workplace? The 7 Wastes of Lean

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