Healthcare Kaizen

Copyright © 2011 Joseph E. Swartz and Mark Graban
Portions Copyright © 2011, Dan Lafever
Joseph Swartz
Director, Business Transformation
Electrical Engineering, Cleveland State University
MS, Management, Purdue University
Krannert Scholar for academic excellence
Six Sigma Black Belt, Honeywell
200+ continuous improvement projects over 16 years
Dan Lafever
Manager, Service Quality
A seasoned IT professional
Certifications in ITIL Foundations V2 & V3, HID Manager and Director
A passion for continuous improvement and hopes to infect everyone
with the desire to do things better.
Continuous
Improvement
Respect
For
People
4
“Clean the windows!”
Small
Inexpensive
Improve workplace
Source: Healthcare Kaizen by Mark Graban and Joseph Swartz
Common Dysfunctions
Common Dysfunctions
Slow / No Response
Slow
Yes / No
Yes / No
Not Collaborative
Not Collaborative
Buy instead of Do?
Not Transparent
Buy Instead of Do?
Idea Ownership Lost
Source: Healthcare Kaizen by Mark Graban and Joseph Swartz
“Suggestions are
things I think you
should do.”
“Ideas are things
that I can do.”
- Norman Bodek
Kai = Change
Zen = Good
Source: Healthcare Kaizen by Mark Graban and Joseph Swartz
1. See & Find:
Find improvement ideas.
2. Discuss:
Discuss with supervisor and those affected.
3. Implement:
You do it (with help).
4. Capture:
Write it down.
5. Share:
Post it and talk about it.
“There are no big problems, there are
just a lot of little problems.”
Henry Ford
Make your job easier, safer and more
enjoyable.
Improve patient care, the patient’s
experience or patient safety.
Source: Healthcare Kaizen by Mark Graban and Joseph Swartz
New
Knowledge
Context
Plan a change or a test,
aimed at improvement
Act
1.) Adopt the change
or 2.) Abandon it.
or 3.) Run through
the cycle again,
possibly under
different
environmental
conditions.
Do - Carry out
the change or
the test
(preferably on
a small scale)
Study the results.
What did we learn?
Source: Dr. W. Edwards Deming, “The New Economics”
Problem: Planes crash
sometimes
Suggestion: Be more
careful when taking
off, flying, and landing
Source: Healthcare Kaizen by Mark Graban and Joseph Swartz
90%+
Implementation Rate
Figure out how to say “Yes”
3,949
4,000
3,500
2,822
3,000
2,046
2,500
2,000
1,500
1,000
500
281
0
2007
2008
2009
2010
1,738,161
1,800,000
1,600,000
1,400,000
1,200,000
887,491
1,000,000
667,238
800,000
600,000
400,000
190,000
200,000
0
2007
2008
2009
2010
Time Savings at Help Desk with Heat Logs
Before
After
When closing Heat logs we receive a pop up screen
that is no longer used and needs to be cancelled
before getting to the actual close screen.
Eliminate the ‘close
description’ pop up to
reduce over processing
waste.
The Effect
Eliminates an extra step to close a log thereby speeding up the process & reduces
call handle time by 5 seconds for every call.
Name
Leader
Date
Estimated Savings
Dottie
Glenna
6/8/07
14 hours of Ready time recovered ($500/month)
*- Malcolm Gladwell, Outliers
ry
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6
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pt ay
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nu be
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7
M
Se
pt ay
e
J a mb
nu er
ar
y
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8
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pt ay
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y
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9
S e Ma
y
pt
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nu be
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y
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0
M
Se
pt ay
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nu be
ar r
y
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Se M
pt ay
em
be
r
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nu
a
Monthly abandons
Abandons 2006-2011
3500
3000
2500
2000
1500
1000
500
0
Total
Year/Month
Calls By Call type
n=125
100%
3357
90%
88%
80%
3146
75%
70%
Number of Calls
2511
61%
47%
1793
60%
1735
50%
1698
1489
1573
40%
30%
27%
20%
10%
0
0%
Workstation
Printers
Telcomm-Problem
Call Type
Outlook
AD-Reset
HPF
*-Jon Miller, Gemba Research
Calls received vs. Abandons Feb 2009
800
700
Volume
600
500
Calls received
Abandons 9A-5PM
400
300
200
100
0
2/9/2009 2/10/2009 2/11/2009 2/12/2009
Book Available: April 2012
Joseph Swartz:
[email protected]
Dan Lafever:
Dan.lafever@franciscanalliance.
org
Book:
www.HCkaizen.com
Twitter:
@HCkaizen
Blogs:
www.LeanBlog.org
littlebylittlechange.blogspot.com