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*6 Mute your Line *7 Un-mute your line Please do not put your phone on hold. 1-800-504-8071, code 8422006. Kaizen Model for Continuous Improvement. July 23, 2010 1-800-504-8071, code 8422006. Minnesota Enterprise Lean. Enterprise Lean.

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*6 Mute your Line

*7 Un-mute your line

Please do not put your phone on hold.

1-800-504-8071, code 8422006

kaizen model for continuous improvement

Kaizen Model for Continuous Improvement

July 23, 2010

1-800-504-8071, code 8422006

enterprise lean
Enterprise Lean
  • A coordinated state government initiative for improving organizational performance and results in Minnesota's state government agencies
  • Lean/Kaizen events
    • Six Sigma tools
    • TQM philosophy
  • Tools and training to help state government work better for its customers and employees.
what is lean
What is LEAN?
  • Maximize customer value
  • Minimize waste
  • Empower workers
  • Derived from Toyota Production System
foundational elements of lean
Foundational Elements of Lean
  • 7 wastes
  • 5S
  • Standard work
7 wastes
7 Wastes
  • Overproduction
  • Waiting
  • Transportation
  • Processing
  • Inventory
  • Motion
  • Defects
  • Method for organizing work space
    • Sort
    • Shine
    • Set in order
    • Standardize
    • Sustain
standard work
Standard Work
  • A simple written description of the safest, highest quality, and most efficient way known to perform a process or task.
  • The only acceptable way to do the process it describes.
  • Expected to be continually improved
kaizen change for the better
Kaizen = change for the better
  • Identify the current state
  • Develop the future state
  • Implement improvements immediately
  • Standardize the process
  • Train on the new process
  • Track sustainment
selecting a kaizen project
Selecting a Kaizen project
  • Affects many stakeholders/customers
  • Consumes a lot of resources
  • Is highly visible to stakeholders/ customers
  • Is clearly not working well
  • Is a core business process
  • Has leadership support
  • Has worker support
a kaizen team
A Kaizen team
  • Facilitator
  • Sponsor
  • Team leader
  • Members
  • No rank – all members have equal voice
kaizen process
Kaizen process
  • Day 1 – current state swim lane map
  • Day 2 – future state swim lane map
  • Day 3 – make and document changes
  • Day 4 – document and train on standard work
  • Day 5 – present results
swim lane map1
Swim Lane Map
  • Define the scope
  • Walk the process
  • Document the process
  • Characterize the process
  • Include time, people, tasks
swim lane tips
Swim lane tips
  • Move chronologically left to right
  • Use post-it notes
  • Hand-offs indicate a lane change
  • Hand-off usually indicates wait time
  • Assign average times to tasks and waits
sustain improvement
Sustain Improvement
  • Overall improvement plan
  • Visible and engaged management
  • Clear roles and responsibilities
  • Accountability for work
  • Communication about improvement
  • A system to support standard work
newborn screening kaizen event
Ensure that infants who screen positive for metabolic, genetic, or hearing disorders are

referred for diagnostic confirmation

receive appropriate intervention and

receive long-term follow-up services.

It will start at the point that the lab provides a presumptive positive.

Newborn Screening Kaizen Event
observations of current state
Observations of Current State

Lots of handoffs

Lots of double storage

Lots of re-entry of data

Redundancy – some good, some bad

We are contacting the same people

There are necessary waits in the process

We are waiting on people outside our agency

It is hard to completely map these processes

There is a lack of trust in the data systems

  • Set up tools (Quickplace, sharefolders, case conferences) to promote better communication
  • Redesign the process, train staff in LIMS, and document standard work
  • Develop Access database. Long-term create a functional, child-based, interoperable system for MDH and its stakeholders.
  • Clarify roles in the process and share key information
  • Institute case conferences
improvements from new process
Improvements from new process
  • 59% reduction in tasks
  • 66% reduction in waits
  • 58% reduction in handoffs
  • 81% reduction in decisions
  • 69% reduction in file/stores
  • 56% reduction in cycle time
improvements from new process1
Improvements from new process
  • 49% reduction in tasks
  • 54% reduction in waits
  • 34% reduction in handoffs
  • 50% reduction in decisions
  • 65% reduction in file/stores
  • 61% reduction in cycle time
benefits of future state
Benefits of Future State

Save some trees and staff sanity

Families are better and more efficiently served

Will be able to move forward with more initiatives

Will have more time to be proactive instead of reactive

Laid the groundwork for future changes

Staff will be used more effectively, and less frustrated

what must we and the agency do to implement and sustain this effort
What must we and the agency do to implement and sustain this effort?
  • We need to have follow-up meetings of this group through implementation and evaluation of the new process
  • Maintain respectful and open communications at all levels
  • We need management and staff support
  • We need some IT resources to implement new process
quality improvement in iowa

Quality Improvement in Iowa

Service Contracting Kaizen Event

Erin Barkema

Iowa Department of Public Health

Presented July 23, 2010

why a kaizen event
Why a Kaizen event?
  • Customer concerns about the service contracting process
    • Grant application process
    • Issuance of contracts
    • Reimbursement of expenses
pre event activities
Pre-event activities
  • Identified a facilitator
  • Identified participants
  • Developed a charter
    • Scope
    • Objectives
    • Goals
  • Gathered data
the event november 2 6 2009
The Event - November 2-6, 2009


  • Overview of Kaizen
  • Flow charting
  • Brainstorming
  • Identifying a new process
  • Results
  • Assigning homework
  • Gaining buy-in from leadership

7 ideas for improvement

7 different ways to implement

main idea


Small groups

  • Discuss options
  • Identify solutions
  • Prioritize solutions








  • Twenty-three steps identified on a variety of topics
    • Training curriculum
    • Policies and procedures
    • Standardized forms
    • Use of technology
    • Communication plan
    • Measures to determine change or improvement
  • Assigned to members of the team
  • Due dates established
buy in
  • Report outs to Deputy Director throughout the week.
  • Presented the results of the week to the IDPH Executive Team.
  • Developed a newsletter to keep people informed of the progress.
post event activities
Post-event activities
  • Follow-up meetings
    • 30 day*
    • 60 day*
    • 90 day*
    • 120 day
    • 150 day
    • 6 month*
  • Communication
  • Celebration!
accomplishments lessons learned
Accomplishments & Lessons Learned
  • Accomplishments
    • Implemented an electronic document library
    • Provided training to over 101 IDPH staff on the new service contracting process
    • Completed 90% of homework assignments to date
  • Lessons learned
    • Kaizen was a great team building experience.
    • Large scale quality improvement work takes time.
    • Improved processes and increased satisfaction will be worth all of the hard work!
  • Service Contracting Process
  • Contact Information:

Erin Barkema

Iowa Department of Public Health

(515) 242-5524


Site Visits and Final Learning Congresses

    • Schedule is posted on MLC page of website
    • Please let us know the dates of final sessions/learning congresses
  • 2010 Open Forum September 15-17thWashington, DC
    • Please register/reserve your room. Spots still available for the workshops on Sept. 14th!
    • More information regarding presentations/display space is coming soon. Thank you for your patience!

Storyboard Call (June 18th)

    • Foiled by technology!
    • Slides are on MLC page and notes will be available soon.
  • Stories from the MLC