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Applying Kaizen to the Complaint Review ProcessThe Minnesota Board of Nursing Experience
Kaizen – What is it?
Kaizen
Minnesota – Land of 10,000 Lakes
The Challenge
Average case processing times had significantly increased with a potential for risk to the public
MN Board of Nursing Kaizen
• Goals– Improve efficiency in the complaint
review process– Reduce length of time to resolve a
complaint
Continuous Improvement• Continuous Improvement (CI) is an
ongoing effort to improve products, services or processes– Six Sigma– Business Process Management (BPM)– Total Quality Management (TQM)– Lean• Kaizen
Kaizen History
• Implemented in several Japanese businesses after WWII
• Influenced by American business and quality management teachers who visited the country
Kaizen Event
• A facilitated, rapid improvement event that engages the creativity of employees to remove waste from the product or process
Kaizen Event (cont.)• Focused on an area to achieve
rapid improvement• Augments, but does not replace
current process• Achieves as many improvements
as possible during a typical 3 – 5 day event
When should a Kaizen Event take place?
• Need for solution is urgent• Impact is big• Prolonged disruption cannot be
tolerated
Key Features
• Small change improvements• Workers generate the ideas• Minimal capital outlay• Seek continued improvement
Underlying Principle
• Continuous improvement is the responsibility of every worker, not just a selected few.
Is Kaizen the right approach for you?
• Is the process consistent with Lean?• Is the opportunity high impact?• Is it a management or personnel
issue?• Is the current state understood and
are valid countermeasures known?
Is Kaizen the right tool? (cont.)
• Is the effort/cost to implement small?• Is the team-based approach able to
be completed in 5 days or less?
Scope the Process
• State the business issue:– Draft a statement about the effect
current process is having on the agency/customers/stakeholders
– Why is it important to address the process now?
Alignment
• Is the process to be addressed important to the overall success of the agency?
• Is it a core business process?
Need
• Is the current process clearly not working as well as is should? Consider complaints, rework, defects, unhappy employees.
• Is it a core business process that affects other processes or programs?
Impact
• Is it a process that affects a large number of stakeholders/customers?
• Does the process consume a lot of resources?
• Is it a highly visible process to stakeholders and customers?
Willingness
• Management has an interest in supporting and making needed changes.
• Workers are open to change, willing and interested in participating in an improvement event.
Preparation
Process Steps• Define the business
issue• Determine the scope
of process for the improvement
• Establish goals• Assemble the team
MN Process• Increasing case
resolution times • Complaint intake to
resolution• Resolve non-
jurisdictional complaints w/in 10 days; jurisdictional w/in 150 days
Scope
• Describe what is to be included in the scope of the event.
Goals
• The Sponsor and Team Leader establish the event goals.
Goals (cont.)
• Consider the following when setting goals:– Goals should be measurable– Goals should set the bar high– Goals should be clear and easily
articulated– Goals need to be set or ratified by the
Sponsor to support change
Assemble the Team
• Organizational Sponsor• Team Leader• Team Members• Neutral Facilitator
Sponsor
• Create and ratify scope and goals• Select the Team Leader• Selects Team Members in
consultation with the Team Leader• Kicks off the event with words of
support
Sponsor (cont.)
• Checks in with Team Leader throughout the week
• Attends the final presentation• Ensures improvements are
implemented and sustained
Team Leader
• Creates scope and goals with Sponsor
• Identifies team members with Sponsor
• Gathers pre-work• Schedules and participates in pre-
event meeting
Team Leader (cont.)
• Helps to facilitate Kaizen member involvement
• Works with Sponsor to ensure action items are completed and results are sustained
Team Members
• Supply information• Technical support• May include an outside set of eyes
Facilitator
• Assists Sponsor in setting scope; preps for Kaizen event
• Trains Team Members in the elements of Lean for the event
• Facilitates and captures the results of the event
Prior to the Kaizen Event
• Sponsor/Team Leader generate enthusiasm and support for the event
• Demonstrate commitment for the event
• Publicize the event both before and after
Event Logistics
• Location, tools, food• Work hours• Interruptions• Organization support• Breaks
Kaizen Event Sequence
• Training and kick-off• Analysis of current state• Select areas of focus• Create possible solutions• Select solutions
Kaizen Event Sequence (cont.)
• Establish metrics for success• Plan, implement and repeat• Standardize and sustain• Report results• Celebrate
Analyze Current State
Look for wastes:• Too many process steps• Excessive time in process• Ineffective scheduling• Excessive handling/inventory
Analyze Process (cont.)
• Bottlenecks/defects• Poor organization of physical space
(5 S’s)• Batching• Inefficient or lack of work flow• Opportunities to apply technology to
increase efficiency
Swim Lane Map
• A technique to analyze a process from beginning to end
• A structured way to gather information, organize and present data about the existing process
Swim Lane illustration
Future State
• Be open to new possibilities• Don’t be bound by how it’s done
today• Don’t be discouraged by previous
failures
Future State (cont.)
• What would be the ideal?• What would it look like if all the
waste was eliminated?– The target is elevated when the ideal
and total elimination of waste is considered
Current and Future State
Solutions
• Quick Wins• Recommendations
Prioritization of Recommendations
Our Outcomes
Pre-Kaizen:198 days – All complaints65 days – Non-jurisdictional complaints
Post-Kaizen:129 days – All complaints
• 35% reduction25 days – Non-jurisdictional complaints
• 60% reduction
Sustaining the Improvements
• Requires the support of the entire team and Board
• Requires time away from day-to-day duties to implement action plan
• Requires fiscal/IT resources• Must be a priority
Next steps
• Development of a new database– Planning with Kaizen recommendations
in mind– Online complaint submission– Expanded use of electronic documents– Increased reporting capabilities– Incorporate “plain language” into
standard documents
Lessons Learned
• There is value in systematically reviewing a process with the intent to improve
• Isolating time and making a commitment is important
• Valuable relationships were formed between staff and board members
Lessons Learned (cont.)
• We all learned more about the work that each of us does
• Developed “Kaizen mindset”• Solidified the commitment to the
Board’s mission and values
Resources
• http://mn.gov/admin/lean/• http://leanproduction.com/kaizen.html• Creating a Kaizen Culture: Align the
Organization, Achieve Breakthrough Results, and Sustain the Gains by Jon Miller, Mike Wroblewski, Jaime Villafuerte
Speaker Contact Information
Rene Cronquist, RN, J.D.Director of Practice and PolicyMinnesota Board of Nursing2829 University Avenue SE Suite 200Minneapolis, MN [email protected]
Barbara Damchik-Dykes, J.D.Discipline CoordinatorMinnesota Board of Nursing2829 University Avenue SE Suite 200Minneapolis, MN [email protected]