Daily Visual Management Visibility Wall Training.ppt

Daily Visual Management

1. Daily Visual Management
Visibility Wall Training
June 18, 2014
Kaizen Promotion Office

2. Session Agenda:
Session Agenda
1.Presentation/training (35 minutes)
2.Video (10 minutes)
3.Group work creating your draft walls (45 -50 minutes)
4.Group report-outs (15 –20 minutes)
5.Q&A (5 minutes)
6.Wrap-up and evaluation forms

3. Strategic Hierarchy
Government of Saskatchewan
Ministry of Health
Regina Qu’Appelle Health Region
Provincial Health System

4. Reporting and Accountabilities

5. Strategic Framework

6. RQHR Strategic Planning and
Reporting Cycle

7. Daily Visual Management
Strategy
Deployment/ Hoshin
Kanri
Daily
Visual Management
(DVM)
Cross-Functional
Management
(CFM)
The system used by the
organization to perform its
daily activities by:
•establishing standard
operations
•identifying and
eliminating waste
•using data to ensure
processes, products
and services are
continuously improved

8. Daily Visual Management -
Link to Strategy

9. Daily Visual Management
Consists of:
1.A Visual Workplace where abnormalities are seen
2.An environment where staff test their own ideas
3.Transparencyof objectives and metrics
4.Managing by measures that change regularly
5.Connects accountabilitythroughout the organization
What you cannot see, you cannot manage!
-Visual Management

10. Respect for People
Staff are the problem-solvers:
Staff are a valued source for improvement ideas.
Staff help test and determine whether a new process works.
When errors occur, the process is wrong, not the person.
No blame, no shame!
Quality must be built into every step.
Anyone can, and is expected to, stop the process to prevent a
defect from continuing downstream.
“Before cars, make people.”
—Eiji Toyoda, former chairman of Toyota

11. Alignment
Better Care
Zero Waits in Emergency
VP / ED / Dir.
Front Line Managers
why why
whywhy
whywhy
Pasqua ED RGH ED
1-5 Year Outcome
Targets
VP/ ED/ Director Wall
Unit / Department
Wall
CorporateWall

12. You Don’t Need to know Lean to get
started on Daily Visual Management!
•It is critical to understand the current situation first,
before applying Lean techniques and tools to make
improvements
•Use 5 “whys” to get to the root causes and make
improvements
•Use Plan, Do, Study, Act (PDSA) to do improvements
•As you learn Lean, you will make faster progress to
achieving your targets

13. Elements of the Daily Visual
Management System
•Understand your business and daily improvement
activities
•Create daily actions when issue/challenges occur.
•Data is classified into common categories on your
unit’s visibility wall –Quality, Cost, Delivery, Safety,
Morale (QCDSM)
•Data and information is key:
–Choice of data
–Visual display and charts used
–Method and frequency of collection determined
–Method and frequency of reporting determined
–Only measure something you can action

14. What Should I Do?
1. Go and see –learn from the workplace
2. Make the workplace visual
3. Spend significant time developing people
4. Teach staff to see, create solutions and improve
5. Provide standard work that staff can use as a basis for
improvement, and develop your own standard work
6. Never stop improving
7. Be accountable and hold others accountable

15. Setting Up a Daily Visual Management
Visibility Wall: Step-By-Step

16. Purpose statement:
Who are we from the patient
perspective?
Core Processes
Team communication Improvement
Quality
Example:
improve wait
timeby 50% by
September 2013
Cost
Example:
Reduce OR
supplies by
20% by
December 2013
Delivery
Example:
Reduce the
wait listby 20%
by February
2014
Safety
Example:
Reduce
surgical site
infections to
0% by 2014
Morale
Example:
Improve
attendance by
10% by July
2013
Team
Calendar
Upcoming
This Week
Improvement
ideas
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Standard
Work
•~~~~~~~~
•~~~~~~~~
5S
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Name DateName DateName DateName DateName Date
Corporate
Memo’s
Training Staff
Bouquets
Admit Treat Discharge

17. Steps to Creating a Daily Visual
Management Visibility Wall
1. Articulate the Purpose Statement of the service area
•i.e. Our purpose is to support teams through Lean methodology
to create a world-class Saskatchewan Healthcare System, which
provides high quality, safe and timely care.
•Don’t forget the patient perspective in your Purpose Statement
2. Identify the primary process in your service area and draw a
value stream or process map
3. Create your Team Communications
•What’s important for your team to know on a weekly basis?
•When will you have your weekly huddles, weekly wall walks?
•What other information are you going to post on your wall?
• Training schedule?
• Staff bouquets?
• Corporate communication's/memo’s?

18. Steps to Creating a Daily Visual
Management Visibility Wall
4. Improvement Ideas
•Generate improvement ideas that will directly help improve what
you are measuring.
•You can use Lean tools like Standard Work and 5S to help.
5. What are oneor twomeasures that best describe how you are
meeting the core purpose?
•Classify your measures under: Quality, Cost, Delivery, Safety,
Morale (QCDSM)
•Only measure what you can directly improve
•Coming soon:there will be some corporate standard measures

19. Measuring World-Class Quality
World-Class Quality
Quality
Cost
Delivery
Safety
Morale
Full Customer*
Satisfaction
Everyone Cares
For Provider
For Patient
Right Amount
Right Time
Right Place
Cost Effective
Reliability
Responsiveness
Consistent
Empathy
Equitable
Assurance of Quality * Patient

20. Purpose statement:
Who are we from the patient
perspective?
Core Processes
Team communication Improvement
Quality
Example:
improve wait
timeby 50% by
September 2013
Cost
Example:
Reduce OR
supplies by
20% by
December 2013
Delivery
Example:
Reduce the
wait listby 20%
by February
2014
Safety
Example:
Reduce
surgical site
infections to
0% by 2014
Morale
Example:
Improve
attendance by
10% by July
2013
Team
Calendar
Upcoming
This Week
Improvement
ideas
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Standard
Work
•~~~~~~~~
•~~~~~~~~
5S
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
•~~~~~~~~
Name DateName DateName DateName DateName Date
Corporate
Memo’s
Training Staff
Bouquets
Admit Treat Discharge

21. Photos: Pasqua Cardio Neuro

22. Photos: WRC Children’s Program

23. Photos: WRC Extended
Care/Veterans Program

24. Photos: Pasqua Radiology

25. Photos: RGH Surgical 6A

26. 15 Minute Daily Huddle
•Select a consistenttime of day for wall walks
•Start on time
•Designate a time keeper so that you can end on time
•All staff stand upin front of the visibility wall
•Manager leads or designated leader
–Consider having other staff be reasonable for some pieces
of the data and have them report-out out on the data

27. 15 Minute Daily Huddle: Agenda
•Ask 4 questions:
–have any patients/residents fallen,
–were any employees injured,
–is there anyone off sick today,
–is there anyone hereon overtime today(1 minute)
•Review communications/events (2 minutes)
•Update on projects (2 minutes)
•Review improvement ideas (2 minutes)
•Report out on your QCDSM measures-are they green or red
(meeting or not meeting your targets) ( 1 minute each)
•Update and review actions (3 minutes)

28. Keep In Mind…
•The Visibility Wall is not in itself the goal –the discussions,
actionsand accountabilityare what is important
•PDSA (Plan, Do, Study, Act) –keep pressure on your team to
get out and try implementing improvement ideas
•The more people informed and trained in changes made, the
better chance that changes will be sustained
•If the team is stuck, go back to the purpose statement and
process steps for direction

29. More Information
If you have any questions or want more information, contact:
-Sandra Lynn at [email protected]
or 306-766-6421
More information can also be found on the Intranet at:
http://rhdintranet/qi/public/VisibilityWallsKit/VisibilityWallsKit.htm
(Departments > Kaizen Promotion Office > Visibility Wall
Kits)
Or at www.RQHRLean.com