By Eliminating Waste NVA/VA- Logistics and€¦ · Product/Patient Quantity Analysis Kaizen Kaikuku Just-in-Time Measures Standard ... Roehm/DeYonge Sheila Luxford Frazier/Homans

©1996-2013, John Black and Associates LLC

Licensed Materials – USA Copyright Laws Apply 1

Mod 23 – Logistics and Administration

23 Logistics and Administration

v20130521

Global Production System

Product/Patient Quantity Analysis

Kaizen Kaikuku

Just-in-Time

Measures

Standard

Operations

Heijunka

(Leveling)

Continuous

Flow

Total

Productive

Maintenance

Pokayoke (mistake

proofing)

Kanban

Setup Reduction

Changeover

Multi-process

Operations

Jidoka (human

automation)

GPS

MUDA MUDA

Visual

Control

Andon

TAKT TIME ONE PIECE FLOW PULL PRODUCTION

R

e

d

e

p

l

o

y

m

e

n

t

Committed Leaders

Profit =

Price - Cost

TAKT Time Map

Capacity Tables

Cost Reduction By Eliminating Waste

GPS Depth Study

NVA/VA-

Functions/Mgrs

Quality Cost Delivery

Morale Safety

Value Stream Mapping

5S • Sorting

• Simplifying

• Sweeping

• Standardizing

• Self Discipline

3P Prod Prep

8 Flows Medicine

7

Wastes

RPIW

7 Flows

Factory

4 No’s

© 1996-2013, John Black and Associates LLC

(modified from Hiroyuki Hirano, Productivity Press).

Logistics and

Administration

Module 23


2 ©1996-2013, John Black and Associates LLC

Licensed Materials – USA Copyright Laws Apply


v20130521

Logistics for Implementing Lean Logistics and administration are important for success in

implementing the Global Production System.

Standard Work, specific forms and matrices are required to be

used correctly and followed. They are not an option. Those

explained in this module are as follows:

RPIWs and 5S Events.

Summary of Impact and Monthly Target Sheets.

KPO and Service Line Integrated Timelines.

GPS Lean Leader Tracking.

Visibility Room.

Weekly Wall Walk.

Visual Daily Management Boards.

Trip Planning.

Sensei Itinerary.





v20130521

Standard matrices are used to

track not only the planning and

scheduling of RPIWs, but their

audits and follow-on activities.

RPIWs and 5S Events





v20130521

Park Nicollet Medical RPIW Matrix Used with permission from Park Nicollet Health Services

RPIWs and 5S Events 2007 PNHS Rapid Process Improvement Workshops

Service Line 4 - Medical Specialties

week -3

week -2

week -1

Team 1

Sponsor

Support

TL

STL

P

P

Intern

Team 2

Sponsor

Support

TL

STL

P

P

Intern

Team 3

Sponsor

Support

TL

STL

P

P

Intern

Team 4

Sponsor

Support

TL

STL

P

P

Intern

Feb 5-9 Mar 5-9 Apr 16-20 May 21-25 Jul 23-27 Sep 24-28 Nov 5-9

Jul 16-20 Sep 17-21 Oct 29-Nov 2Jan 29-Feb 2 Feb 26-Mar 2 Apr 9-13 May 14-18

Sep 10-14 Oct 22-26Feb 19-23 Apr 2-6 May 7-11 Jul 9-13

Laura Holasek Becky Panser

Mason-P Dan Trajano MD

Laurie Koering Judy Fesenmaier

Jeff Larson Wanita Thompson

Frazier/Homans Nelson/Toher/Hartquist

Roehm/Carlson Kitchen / Mattson/Carlson

Metz -P

Hosp Pharmacy-

Improving Flow &

Mistake Proofing

Anti-Coagulation

Patient Care

Model (BL or BV)

Lauren Kelner Deb Fink

Jaylene Pederson

Frazier/Homans

Brandt/Emahiser Brandt

Cara Auge Maddy Emahiser

Cardiac Cath Lab-

Inventory

Management

Mar 12-16Feb 12-16

RPIW24 (#5-SL4)

Jul 30-Aug 3

G.I. Flow & Pull:

Impact on

Outcomes &

Productivity

RPIW4 (#1-SL4)RPIW9 (#2-SL4)

Phys Therapy

Daily Mgmt &

Productivity II

Jan 22-26

Dig. Center

Outcomes

Measures

Nelson/Homans/Hetzel

DeYonge

RPIW29 (#6-SL4)

Jun 4-8

RPIW14 (#3-SL4)RPIW19 (#4-SL4)

Oct 1-5

Joe Hetzel

Nelson/Homans

Jennifer Nelson

Barry Burrell

Jason Ige-3

JBBC L/T for

Screening

Mammo results

Kitchen

Monica Schiller

Mark Parkinson

Stockstead

Knutson -3

Sandstrom/Feldman

Frazier/Homans Sandstrom/Feldman

DeYonge

Barb Benjamin

Quinn Kitchen

Roehm/DeYonge

Sheila Luxford

Frazier/Homans

Bev Levens

Lori West

RT Daily Work

Flow & Load

Leveling

Sandstrom/Feldman

Lange -3, -2, -1, P

Hospital Lab -

Flow of

Phlebotomists

Mattson/Brandt

Ilene Leister

Geri Peterson

Kathy Keenan-3/ J.Brand - P

SLP Physical

Therapy - Flow &

Productivity

Reducing

Manager Waste

and NVA Time

Sandstrom

Brandt/Mattson

Deb Fink

Kasi Aten-Freese

Craig Larson

Watkinson -3, P

Brandt/Roehm

Frazier/Homans

Kitchen

Kathy Fleischaker

Pam Hargis

Test ordering

and Pt Prep for

Non-invasive

Card proceduresNelson/Homans/Toher

Roehm

Jen Bertness

Troy Brown

Mason -3, P

Flow in Lab

Specimen

Processing Area

Frazier/Homans

DeYonge/Renslow

Wanita Thompson

Lisa Diebel

Sara Renslow

Adult Endo - Day

of Visit Flow

Sandstrom/Feldman

Mattson

Homans, David

Mattson, Steve

Sheila Luxford

Pulmonary

Nursing Flow &

Load Leveling II

Kitchen

Catherine Spurr

Joseph Bebchuk

EDI - Continuity

of Care I

Sandstrom/Feldman

DeYonge

Abbie DeYonge

John McGreevy

Lange-P

Jodi Roehm

Keenan-P, Ige-P

Kitchen/DeYonge

Pap Screening

Process Flow

Frazier/Homans

Nelson/Homans

Brandt

Cara Auge

Quinn Kitchen

Sonya Schulz

Brand-P

Apr 23-27

Improve Access

to All I.P.

Diabetes

ResourcesNelson/Homans/Sandstrom/Feldman

Mattson

Joan Sandstrom

Jen Bertness

Lange-P

Eric Schned

Kevin Broas John McGreevy

Cardiology Clinic

Day of Visit Set-

up

Sandstrom/Feldman Nelson/Toher/Homans

Mattson/Kitchen Roehm / Carlson

RPIW34 (#7-SL4)

Tentative:

Dragon Speak/

SH ?

Nov 12-16

Endoscopy

Outcomes, Flow

and Pull

Sandstrom/Feldman

Kichen/Mattson

Roehm/Renslow

Michael Feldman Kathy Whatley

Donna Stockstead Laurie Koering

EDI - Creating a

Competitive

Advantage I

Radiation

Oncology

Scheduling

Sandstrom/Feldman Nelson/Wilkowske/Homans

Carol Greenland

Ed Huler

Mark Parkinson

Donna Stockstead

Vasquez, P

Brandt/Carlson

Jerri Lewis

Apryl Starcznski

Keogh, P

Lab-Matching

Demand and

Resources

Frazier/Homans

Vicki Norton

Renslow/DeYonge Mattson

Keith Hurlburt Laura Holasek

Sandstrom/Feldman

Carol Tappen Sara Renslow

Cynthia Sorenson

Battee, P

Rehab Best

Practice Support

Model - Prod. IV

Frazier/Homans

Improving Lab

Flow - Analyzer

to Results

Productivity in

Rehab III - I.P.

Rehab Services

Frazier/Homans

Rao, 3,2,1,P

Susan Jeska

Kathy Fleischaker

Maggie Carlson

Emahiser

Maddy Emahiser

Sam Carlson

Terri Bowman-Cloyd

Flow/Set-up of

pts from Card

Clinic to Inv.

Jeff Larson

Mark Wilkowske MD

Bruce Burnett MD





v20130521

Park Nicollet Medical Specialties Audit Used with permission from Park Nicollet Health Services

RPIWs and 5S Events Updated: For Year:

% C

om

ple

ted

1 1 1

Report Out

Date 2/17 2/17 2/17 2/17 4/21 4/21 4/21 4/21 5/19 5/19 5/19 5/19 6/23 6/23 6/23 6/23

Pro

ject

Na

me

ED

I T

riag

e &

As

ses

sm

en

t

Men

tal H

ea

lth

MP

LS

- L

ev

el

Wo

rklo

ad

En

do

sco

py

& G

I -

Pa

tho

log

y

Tra

ck

ing

Bo

ne

Den

sit

y -

Pt.

Flo

w t

o R

esu

lt

Re

po

rt

En

do

/GI

Pre

se

rvic

e

Pro

ces

s

Ad

ult

En

do

cri

no

log

y

La

b R

es

ult

s

Pu

lmo

na

ry

Nu

rsin

g F

low

ED

I -

Ou

tpa

tie

nt

Flo

w a

nd

Lo

ad

Le

ve

lin

g

Wa

rfa

rin

Do

sin

g

for

inp

ati

en

ts

Men

tal H

ea

lth

Ins

ura

nc

e

Au

tho

riza

tio

n

Tra

ve

l C

lin

ic

Ca

pa

cit

y

Lo

ad

Le

ve

lin

g i

n

Ne

uro

log

y

Dig

esti

ve C

en

ter

Ord

eri

ng

an

d

Sto

ckin

g

Ad

ult

En

do

-

Man

ag

ing

Ty

pe

II

Dia

be

tes p

ati

en

ts

Pe

ds

En

do

cri

no

log

y

Flo

w

ED

I In

pa

tie

nt

Lo

ad

Le

ve

lin

g

Sp

on

so

r

Sa

nd

str

om

,

Fe

ldm

an

Sa

nd

str

om

,

Fe

ldm

an

Sa

nd

str

om

,

Fe

ldm

an

Sa

nd

str

om

,

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ldm

an

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str

om

,

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ldm

an

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om

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ldm

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an

Team # 4-1 4-2 4-3 4-4 9-1 9-2 9-3 9-4 12-1 12-2 12-3 12-4 15-1 15-2 15-3 15-4

3/19 3/19 3/19 3/19 5/21 5/21 5/21 5/21 6/18 6/18 6/18 6/18 7/23 7/23 7/23 7/23

Green Green Green Yellow Yellow Yellow Yellow Yellow yellow green yellow yellow green N/A Green yellow

4/18 4/18 4/18 4/18 6/20 6/20 6/20 6/20 7/18 7/18 7/18 7/18 8/22 8/22 8/22 8/22

Green Green Green Yellow Yellow Yellow Yellow Yellow Green green green red green yellow yellow yellow

5/18 5/18 5/18 5/18 7/20 7/20 7/20 7/20 8/17 8/17 8/17 8/17 9/21 9/21 9/21 9/21

Green Green Green Green green green Yellow Yellow green green green red yellow yellow green yellow

8/16 8/16 8/16 8/16 10/18 10/18 10/18 10/18 11/15 11/15 11/15 11/15 12/20 12/20 12/20 12/20

Green Green Green green green green red Yellow Green green green yellow yellow yellow N/A yellow

- - - - - - - - - - - - - - - -

7/16 7/30 6/20 4/13 9/24 2/19 - - 5/4 5/10 4/19 - - - 2/22 -

Green Green Green Green green green red red green Green

200625-Jun-07 Medical Subspecialties

Pro

ject,

Sp

on

so

r, T

eam

#N

ew

sp

ap

er

Up

date

s

Items closed without

completion

180day audit

Formal auditAu

dit

- T

arg

et

Pro

gre

ss

Rep

ort

30day audit

60day audit

90day audit

Addt'l audit

indicates majority of measures are sustainedindicates mixed resultsindicates measures are failing

N/A indicates no audit will be performed

legend

30 day

60 day

90 day

10091

100 98 96 92 93 93

7985

9585 90

7891 88

05

0 20

04 5 21

5

5

3

5

81 3

0 4 0 02

42 2 0

100

105

11 3 5

0

20

40

60

80

100





v20130521

Standard integrated timelines

are used by not just the KPO,

but service lines to identify and

track their yearly plan.

KPO & Service Line Integrated Timelines





v20130521

Sample KPO Integrated Timeline

KPO & Service Line Integrated Timelines

Key: Goals:

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

VSM

5S

RPIW’s

Patient Safety/

Mistake Proofing

Production Control

Matching Capacity

to Demand

Daily management

2007

Items in blue are Operational responsibility

Items in purple are KOT responsibility

1-8-07 12-3-0711-5-0710-8-079-17-078-13-077-9-076-11-075-7-074-16-07

3-5-071-29-07

Review content and approach

to MSS Visual Control Boards

12-16

RPIW4

12-16

RPIW9 RPIW14

4-8

RPIW19

7-30 – 8-3

RPIW24 RPIW29

12-16

RPIW34

RPIW14-3

Set-up of stable patients to the Invasive Lab

Common I.P. Portal into PNHS Diab Svcs

RPIW14-4

VSMs for

RPIW4

VSMs for

RPIW34

VSMs for

RPIW29

VSMs for

RPIW24

VSMs for

RPIW19

VSMs for

RPIW14

VSMs for

RPIW9

23-27

SLP PT

HVC Cath

Lab

MDBK RT

MDBK Pulm

HVC Rehab

Pulmonary

Chan Rehab

Card Admin

MG Rehab

Shak Lab

Mgr NVA?

MH RT

EP & Nursing

Offices

MDBK RT

MH Pharm

Hopkins/MG

Lab

MH Cancer Ctr Lab MH

Mgr/AdminTBD/TBD TBD/TBDMS

KOT

3-19-07

Production Control Prep Meetings

Pt Prep for Non-Invasive

Card Procedures

RPIW19-3

Hosp Pharmacy

Mistake Proofing

RPIW24-4

JBBC Screening

Mammo Results

RPIW4-2 RPIW34-3

Lab - Matching

Demand & ResourcesPAP Turnaround &

Capacity Planning

RPIW14-2

Build reporting

structure for 2008Implement Daily Mgmt Boards in Model Line

10-1-5

3-30-077-16-07 10-26-07

Cardiology

Clinic Day-of-

Visit Set-Up

RPIW29-1





v20130521

Ensures all lean leaders have

completed their requirements for

certification.

Identifies problem areas and allows

the KPO Director to develop an action

plan to assist lean leaders with their

development.

GPS Lean Leader Tracking





v20130521

GPS Lean Leader Tracking

Title: Evaluating the completion and certification of Lean

leader candidates

Role: KPO Director

WORK

STANDARD

Location: FHZ

Department: KPO

Document Owner: John Black

Date Prepared:

Sept 1, 2009

Date Revised:

Sept 10, 2009

Date Approved:

Sept 15, 2009

Process Summary: Tasks to track each Lean leader candidate throughout their certification in an effort

to build quality Lean leaders who will practice Lean every day.

Essential Tasks:

1. The KPO Director will create a GPS Evaluation on each Lean leader candidate in their

service line going through Lean certification. The form will be stored in a place designated by

the KPO Director.

2. The KPO Director will complete sections 1-3 as the Lean leader candidate is going through

certification to assess his/her competency with Lean tools and methodology learned and

applied at FHZ.

3. The KPO Director will provide timely feedback to the Lean leader candidate after every

assessment opportunity (ie RPIW, Module Marathon, Value Stream Mapping, etc).

4. The KPO Director will work with the Lean leader candidate to create an action plan for any

item scoring a 1 or less and will assign a mentor (if not themselves) to coach the Lean leader

candidate through completion of the action plan in order to achieve a 3 or higher. The KPO

Director will modify the Lean leader candidate’s score as appropriate upon completion of the

action plan.

Notes:

See Corresponding Documents:

1. Global Production System Evaluation Matrix





v20130521

GPS Lean Leader Tracking Candidate Name ________________________________________ Department ________________________

Global Production System Evaluation Matrix

Assess each of the following attributes on a scale of 1 to 3, using the criteria below. In order to be certified, the

candidate must achieve a level 3 rating by the end of certification.

Level Description of Criteria 0 Did not show/canceled

1 Appears committed and passionate, but needs development

2 Displays basic understanding of concepts, is capable of basic data gathering, but needs assistance from a mentor

3 Stand-alone capability of planning and leading a workshop to include thorough understanding of all modules

Attribute Description Assessed Level Comments

0 1 2 3

Candidate Must Complete:

A. Participation in workshop

as a Team Member

(Workshop #1)

B. Participation as a Sub Team

Leader (Workshop

#2)including prep

Event scored by KPO

C. Participation as a Team

Leader (Workshop

#3)including prep

Event scored by KPO

Candidate Must Show an Understanding of:

A. Standard Operations and

the use of all forms

B. Applying the Kaizen cycle:

Set baseline & standards

Set targets using the target

sheet

Identify improvement

opportunities using VSM

Level Description of Criteria 0 Did not show/canceled

1 Appears committed and passionate, but needs development

2 Displays basic understanding of concepts, is capable of basic data gathering, but needs assistance from a mentor

3 Stand-alone capability of planning and leading a workshop to include thorough understanding of all modules

Attribute Description Assessed Level Comments

0 1 2 3

Candidate Executes All Phases of RPIW:

A. Set appropriate scope and

boundaries

B. Collect appropriate data

C. Demonstrates application of

modules as appropriate to

projects

D. Guide team to achieve

targets

E. Manage the report out

F. Follow-up

Candidate must demonstrate after completion of workshops:

A. Professionalism

B. Ability to work with teams

and with people

C. Ability to resolve conflicts in

a team setting

D. Ability to give directions and

follow up on tasks through

completion

E. Ability to learn new skills

and openness to change





v20130521

Dedicated space outlining the overall

strategic plan and corresponding

Kaizen activity related to the goals.

Monthly review to assess corporate

health, quality and access data and set

longer term strategic plan.

Strategic Visibility Room





v20130521

Visibility Room

Park Nicollet Visibility Room

Used with permission from Park Nicollet Health Services





v20130521

Visibility Room

Park Nicollet Visibility Room






v20130521

Weekly Wall Walk

One level down from the Strategic Visibility

Room, the Weekly Wall Walk brings all service

line leaders together at a dedicated time each

week to review the progress of Kaizen activity in

their area through the use of standard control

charts.

Focused on QCDSM Measures

The Weekly Wall Walk is lead by the CEO and

allows for transparency and comingling of

information across the organization.





v20130521

Weekly Wall Walk

Name of Activity: Weekly Wall Walk

Role performing Activity: Leadership

STANDARD

WORK

Location:

Wall in Administration

Department:

All

Document Owner:

Carla Breedlove, Director Kaizen Promotion Office

Date Prepared:

12/15/09

Last Revision:

12/17/09

Date Approved:

12/17/09

Standard Work Summary: Steps by which the weekly wall walk occurs; each presenter

has 10 minutes to report without interruptions from the audience and then can take up to 5

minutes to field questions related to their report out. KPO Director (or designee) will

monitor the takt time.

Task

Task Definition

Cycle Time (mm:ss)

1. KPO Director calls the wall walk to order at designated time by stating

“Welcome to this week’s wall walk. Today is week (x) and we will be

hearing reports on the metrics of (y).” (see reference below) and introduces

any guests who may be attending:

Wk 1: Goals, Integrated Timeline

Wk 2: Quality, Cost, Delivery

Wk 3: Safety, Morale, Patient Experience

Wk 4: RPIWs, 5S campaign, Lean Events

0:30

2. CEO, CFO, COO, CMO, CNO, KPO reports on the appropriate metrics for

the “Overall” category.

10:00

3. CEO, CFO, COO, CMO, CNO, KPO takes questions from the audience

related to their report out.

5:00

4. Director for Emergency Department reports on the appropriate metrics for

the “ED” service line.

10:00

5. Director for Emergency Department takes questions from the audience


5:00

6. Director for Surgical Services reports on the appropriate metrics for the

“Surgical Services” service line.

10:00

7. Director for Surgical Services takes questions from the audience related to

their report out.

5:00

8. Director of Materials Management reports on the appropriate metrics for

the “Materials Management” service line.

10:00

9. Director of Materials Management takes questions from the audience


5:00

10. KPO Director adjourns weekly wall walk and dismisses group. 0:30





v20130521

Weekly Wall Walk

Pre-Service Leadtime

G.I. Clinic

0

10

20

30

40

50

60

70

80

90

1001 2 3 4 5 6 7 8 9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

Q1 Q2 Q3 Q4

Week / Quarter

Nu

mb

er

Of

Days

2006 Actual 2007 Actual

2007 Goal Series1

Series2

2006 Q1:

2007 Q1:

Delta:

70.4

57.8

-18.0%

2006 Q2:

2007 Q2:

Delta:

77.9

67.7

-13.2%

2006 Q3:

2007 Q3:

Delta:

70.2

61.8

-12.0%

2006 Q4:

2007 Q4:

Delta:

66.4

#VALUE

Date Prepared: September 24, 2007

Report Contact: Demand Planning & Analysis, Gregg Teeter, 3-9238

Source: LastWord scheduling data mart

Refresh Cycle: Weekly (1 week lag)

Operational Def: 2006 vs 2007 weekly weighted AVG compared to goal (50% of 2005 4Q AVG)

Criteria: Weighted AVG appointment availability (weighting based on volumes of seen appointments by dept, facility, prov, appt type

Sample of GI Clinic Run Chart Used with permission from Park Nicollet Health Services





v20130521

Weekly Wall Walk

Park Nicollet Weekly Wall






v20130521

Weekly Wall Walk

Dr. Steven Connolly, Chief Medical Officer discussing Surgical

Services Model Line at Park Nicollet Weekly Wall Walk






v20130521

Visual Daily Management Boards

Used with permission/Five Hills Health Region





v20130521

Standard forms and matrices assist

with organization around external trip

planning.

Used for North American Tour and/or

Japan trips.

Trip Planning





v20130521

Trip Planning

Sample of completed Japan

matrix

Arrival Date Flight Number Leaving Date Flight Number

1 Ms. Carla Ann Breedlove Carla Ann Breedlove Director , Kaizen Promotion Office 2-Oct DL 619 11-Oct DL620 Vegan no dairy 8.5

2 Mr. Michael William Gardner Michael William Gardner Director of Plant Services 2-Oct DL 619 11-Oct DL620 none 8.5 W

3 Mr. Donald Eugene Welch Donald Welch CFO 2-Oct DL 619 11-Oct DL620 Vegetarian w/dairy 10

4 Mr. John Jay Negley John Jay Negley Assistant to the President 2-Oct DL 619 11-Oct DL620 Vegeterian 11

5 Mr. David Alexander Force David Alexander Force KPO Specialist 2-Oct DL 619 11-Oct DL620 none 10.5

6 Ms. Kristina Rae Lukanen Kristina Rae Lukanen JBA Consultant 2-Oct DL 619 11-Oct DL620 none 7.5

Name for PassportMr

Ms

Trip

Team #

Shoe

sizeTitle, Job SectionName for Certification

Arrival Flight information to Japan Leaving Flight information from Japan Extended travel

situation in

Japan

Food Restrictions

Florida Hospital Zephyrhills

Japan 3P Trip

October 1-11, 2010





v20130521

Trip Planning

Sample of airline matrix

# surname first middle names Mileage # Seat Pref Diet Restrictions

Extended

Travel remarks

1

2

3

4

DEPARTURE DATE AND NAME OF GROUP

Please note that the name must match what is in the passport…no nicknames please. If the mileage number is not NW but

something like Alaska, please indicate…Extended travel is for those who are returning home after the group…indicate the date

they want to return back home.....remarks is for anything like "VIP...must sit next to so-on-so", etc





v20130521

Standard form to organize logistics for the sensei.

Sensei Itinerary





v20130521

Sensei Itinerary

Sample of Sensei itinerary


RPIW Week

Phone/Mobile Pager

ML4 Director Steve Mattson 952-738-1003 952-231-0636

Marriott Southwest 5801 Opus Park,

Minnetonka, MN 55343

952-935-5500

5050 (Bank) Building 5050 Excelsior Blvd

St. Louis Park, MN

Interpreter Ritsko Travis 206-355-5031 952-231-0165

Car Service Barry 612-308-2009 or

612-889-6594

americantow ncarservice

@frontiernet.net

Monday Tuesday Wednesday Thursday Friday

Time 3/10/08 3/11/08 3/12/08 3/13/08 3/14/08

6:30 a.m. Barry to transport to

Bank Building

7:00 a.m.

7:30 a.m. Barry to transport to

either Hospital or SLP

Clinic

Barry to transport to

either Hospital or

SLP Clinic


either Hospital or

SLP Clinic

8:00 a.m. 8:00 - Barry to transport

to 5050 Bldg

RPIW 8:00 a.m.

Status Call (3-0110)

RPIW 8:00 a.m.


RPIW 8:00 a.m.


9:00 a.m. Select RPIW Audits @

5050 Bldg Lower Level

10:00: a.m. 3P Prep with sponsors

@ 5050 Bldg Lower

11:00 a.m.

11:30 a.m.

12:00 noon Lunch Lunch Lunch

1:00 p.m.

1:30 p.m.

2:00 p.m.

2:30 flight to Seattle

3:00 p.m.

4:00 p.m. Team Status - HVC

Lean Workroom

Team Status - HVC

Lean Workroom

5:00 p.m. Barry to transport to

Hotel


Hotel

6:00 p.m.

Call Barry to

transport to Hotel

Mr. Koide's Schedule

March 10 - 14, 2008

RPIW Report Out

7:00-9:00 @ 5050

Building

9:00-11 - Review

RPIW10 Project Forms

and Target Sheets with

Jodi (Workroom 1)

Call Barry to transport

to Airport

Report Out Prep &

Sign-off - HVC Lean

Workroom

Gemba with Teams

Gemba with Teams Gemba with Teams Gemba with Teams

12:15-1:00 Stand Up

Meeting at 5050

Building - KOT Space

(lunch on own )

Gemba with Teams

5:30 Dinner with KOT

and sponsors at 20.21

(in the Walker Art

Center). KOT to

transport.

Gemba with Teams

Gemba with Teams

RPIW Training - 5050

Building

Gemba Locations Department Location KOT Support

Team 1 I.D. Nursing and

Receptionist Flow

I.D. Clinic: Apryl's office

- 1st floor 3850 Building

Maggie Carlson

Quinn Kitchen Miller

Team 2 Oncology Clinic -

Reducing MD NVA Time

Mental Health East

Conf Room - 3rd floor

3800 Building

Ann Brandt

Team 3 Refining and Planning

Implementation of EDI

Curriculum Model

Meadowbrook Building -

E201 office

Sara Renslow

Team 4 Decentralized Hospital

Pharmacist Scheduling

HIM Conf Rm - 1st floor

Methodist Hospital

Madeline Emahiser

Jodi Roehm

Medical Specialties KOT contact numbers

Pagers

MS KOT - Work Area 952-993-0064

Director

Steve Mattson 952-738-1003 952-231-0636

Lead

Jodi Roehm 952-738-1005 952-231-2305

Specialists

Ann Brandt 952-738-1002 952-231-4270

Maggie Carlson 952-843-3550 952-231-4593

Maddy Emahiser 952-843-3009 952-231-2462

Quinn Kitchen 952-913-0800 952-231-3706

Sara Renslow 952-913-1952 952-231-4437

MS - ML4 Phone /Cell Phone





v20130521

Logistics and Administration Summary

Standard work, forms and matrices assist the KPO

with:

The monitoring of outcomes of Kaizen events.

The organization of logistical planning.

Scheduling of certification and Kaizen events.

Visibility walls and rooms are created to provide

visibility of:

Breakthrough plans and progress to plans.

Cross Functional management of full customer

satisfactions – QCDSM Measures.

Visual Daily Management.