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Dr. Gregory Jacobson
CEO and Co-Founder
Mark Graban
VP of Innovation and Improvement Services
COPYRIGHT 2014 , KAINEXUS LLC
Continuous Improvement Models and Software
“Start from Why”
• What problem(s) are we solving?
• Industries are increasingly competitive
• Organizations focus on a balanced scorecard
– Safety, Quality, Delivery, Cost, Morale
– The goal is long-term business success through
innovation and improvement
Common Challenges
• We all say innovation & improvement are important
• Are we “walking the walk?”
• Improvement is hard work
• Are we doing all we can to foster innovation and improvement?
Characteristics of a Culture of Continuous Improvement
1. Systematic quality methodology – Such as Lean, Six Sigma, CAPA, WorkOut, PDSA, etc.
– Consistently applied
2. Effective leadership – “Adding energy to the system”
– Supportive, coaching, driving toward meaningful goals
– Connection to mission & purpose
3. Enabling technology – Connect people to make improvement easier
– Collaborating, sharing, tabulating improvements
Journal Published Results
Proven Principles
• For innovation and improvement to happen:
– It’s not just about tools and techniques
–Organizations must define principles and mindsets that will be practiced consistently
Improvement Principles
Continually improve, with no idea being too small
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.
Improvement Principles
All ideas are addressed and responded to in some way
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.
Improvement Principles
A major source of quality defects is problems in the process
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.
Improvement Principles
Focus on low-cost, low-risk improvements, not just large-scale innovations
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.
Improvement Principles
Empower the worker to enact change
Adapted from: Jacobson, Gregory H. MD, Nicole Streiff McCoin MD, Richard Lescallette, Stephan Russ MD, MPH, and Corey M. Slovis MD,
“Kaizen: A Method of Process Improvement in the Emergency Department,” Academic Emergency Medicine, Volume 16, Issue 12, pages
1341-1349, December 2009.
What KaiNexus Manages
OI
What KaiNexus Manages
OI OI
Task Task
What KaiNexus Manages
Project
Event
OI OI OI OI OI OI
Task Task Task Task Task
Project/Event/Class
Event Project/Event/Class
Strategic Initiatives
Enter OI
Leader(s) notified
OI assigned
Evaluate & Implement tasks, files, teams, data
Resolve & quantify impact
Broadcast
Recognition, history & metrics
Opportunity for Improvement Lifecycle
Technology Demo
Total Impact 2,977 Completed Improvements
(Actual customer results as of March 2014) $17,014,102 | $6,000 per person
– $3,042,419 in Recurring Cost Savings Per Year
– $4,208,832 in One-Time Cost Savings
– $5,104,267 in Recurring Revenue Generation Per Year
– $1,221,345 One-Time Revenue Generation
115,812 Hours Saved Per Year (Est. $3,437,239 Soft Savings
1,294 Quality Improvements
358 Safety Improvements (Patient/Customer/Staff)
1297 Satisfaction Improvements (Patient/Customer/Staff)
(Actual customer results as of March 2014)
KaiNexus Services
KaiNexus Coaching
• Ongoing remote expert coaching on OI activity – Via KaiNexus
– Email or phone
– Web conference
KaiNexus Consulting
• Intensive on-site education, training, and coaching – Working with leaders
– Coaching in the workplace
– Behaviors and culture
• Offerings include:
– Daily Kaizen Consulting
– KaiNexus WorkOut
“100-Day WorkOut”
• Origins in General Electric
• Used successfully by many types of organizations
• Focused 100-Day effort
– Kickoff meeting
– 30 and 60-day check-in meetings
– Final celebration after 100 days
Vanderbilt WorkOut
KaiNexus & WorkOut
“KaiNexus helped us because of the database that it has and the tracking that it allows us to do. We can track financial benefits. It allows us to quantify things such as quality initiatives. KaiNexus is such a powerful platform. You can use it in so many different ways.”
Suz Kaprich
The Right Time for KaiNexus?
Questions
• Web:
– www.KaiNexus.com
• Email:
• Book – free first chapter:
– www.hckaizen.com/kaizenpreview