DAILY, DELIBERATE PRACTICE OF KATA EXPERIMENTATION …...practice of the Improvement Kata ... Model...
Transcript of DAILY, DELIBERATE PRACTICE OF KATA EXPERIMENTATION …...practice of the Improvement Kata ... Model...
11/16/2017
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DAILY, DELIBERATE PRACTICE OF KATA
EXPERIMENTATION ON ORGANIZATIONAL
CULTURE… IS HOW YOU DEPLOY TK
Deliberate Practice of
new behaviors
Drives the formation of new habits
Habit formation leads to either fixed or growth
Mindset
The sum of an organization’s Mindsets and
behaviors = Culture
KATA STARTS HERE.…. SO WE CAN MOVE THIS
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Vision Next
Target Conditio
n
Current Conditio
n
Obstacles Challenge
CONNECTING STRATEGY & EXECUTION
By Mike Rother
Execution Strategy
Leaders establish the organizationʼs strategic concept (the “rallying point” or overall direction)
Managers develop people by coached practice of the Improvement Kata in the direction of the challenge
The role of Challenge in an organization
2 weeks – 1 month
Successive T/Cs to achieve the
Challenge
Distant
Often General
“Principles”
1-3 years
Concrete Hard Metrics
THE KATA TRAJECTORY
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Assignment #1
Write out your Challenge Statement in this form: It would be “_____________________” if by ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________we were: So that we achieve: Outcome Metrics: • _______________ • _______________
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Assignment #1
Write out your Challenge Statement in this form:
It would be __(use a descriptor more powerful than “great” or
awesome”…think COLOSSAL or MAGICAL…)_ if by _enter date 6mo - 1
years from today we were:
(on these lines write the “what” the_ operation/business/environment will look like;
it may include the “How” of the strategy or techniques you think you may use…to
go about reaching the Challenge and the Outcome Metrics) BUT DONT WRITE
SOLUTIONS (that’s why we PDCA against Obstacles!!!)
So that we achieve: Outcome Metrics: • Metric #1 • Metric #2 • Metric #3……
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Below is a manufacturing example:
It would be…GLORIOUS if by 1/1/2019, we could eliminate overtime which would give everyone a better quality of life, having reduced the required machinery by ½ to open up floor space for new product capacity, so we accomplish:
Outcome metrics of:
• No mandatory weekends
• Overtime = 0%
• Scrap < 2.5%
• First Pass Yield < 98%
• Employee Satisfaction survey < 80%
Writing your Challenge
From Expanding Upward Section
pp. 89-115
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PLANNING EXECUTING
Understand the
Direction or Challenge (from level above)
Grasp the Current
Condition
Establish the Next Target Condition
Iterate Toward the
Target Condition
Value Stream Level
Value Stream Loop Level
Process Level
Organization Level
THE IK PATTERN IS USED AT ALL LEVELS The content is different, but the pattern of thinking is the same
By Mike Rother 8
(Organization’s vision and strategic objectives)
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PLANNING EXECUTING
Understand the
Direction or Challenge (from level above)
Grasp the Current
Condition
Establish the Next Target Condition
Iterate Toward the
Target Condition
Current State Value Stream
Mapping
Future State Value Stream
Mapping
Value Stream Level
Value Stream Loop Level
Process Level
Organization Level
THE IK PATTERN CONNECTS THE LEVELS A Target Condition at one level is the Direction for the next level
Longer-Cycle Experiments
Short-Cycle Experiments
By Mike Rother 9
Emergency Dept
Kata Challenge Statement
It would be “Smashing” if by 9/30/2018, the ED has a
proactive and efficient method for continual
communication with LAB, Radiology, and House
Supervisor so that capacity in the ED can be adaptive
and dynamic in order keep patient flow performing at
the highest level for patient satisfaction: So that we achieve:
Outcome Metrics:
• Admit LOS < 260 minutes
• Patient Satisfaction > 50th percentile
From Expanding Sideways Section
pp. 117-130
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Gear Technologies
The Kata Journey
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• 327,000 sq. ft. facility • 431 Employees
• Products • Transfer case components • VVT components • Timing drive components • Water pump sprockets • Balance shaft sprockets • Compressor valve plates • Transmission Gears and Shafts • Balance Shaft Gears • Scissor Gears • H/P Aftermarket Timing Components
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PARIS
SUBIACO
LEVELS OF IK/CK SKILL DEVELOPMENT Our Continuous Coaching Commitment to YOU, the Client: Deployment follows a pattern just like IK/CK and in order
to coach the Improvement Kata, managers first need experience with applying the Improvement Kata so you can:
AWARE of it Concepts alone generally don’t change anything
Skill development begins here Learning begins when you start applying the Improvement Kata yourself
Able to DO it
Able to TEACH it Here you understand the thinking behind the “Starter Kata” and can teach others
By Mike Rother
Able to EVOLVE it Now an organization can evolve its own Kata (practice routines)
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2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
MPG KATA DEPLOYMENT
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IK/CK #1 & #2 = Improvement Kata and Coaching Kata Skill Week #1
- VSM - BUZZ
- KATA SKILLS WEEK #1
- #1 IK/CK - #2 IK/CK - KATA OF KATA
Agreement to go ½ way with a FULL Kata Deployment = 9 months
MPG KATA DEPLOYMENT
VALUE STREAM MAPPING BUZZ ELECTRONICS
KATA WORKSHOP
KATA SKILLS WEEK
SUBIACO - MARCH 2015
BILL KRAUS – EXTERNAL KATA COACH/INSTRUCTOR
BRANDON BROWN– EXTERNAL MASTER KATA
COACH
AWARENESS
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From Planning pp. 15-62
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VICE PRESIDENT OF QUALITY & CONTINUOUS
IMPROVEMENT
PLANT MANAGER
DIRECTOR OF HUMAN RESOURCES
CI / EMPLOYEE DEVELOPMENT
DIRECTOR ENGINEERING
PROCESS ENGINEERING MGR.
QUALITY &
CONTINUOUS
IMPROVEMENT
MANAGER
The Advance Group is working on a Process level Starter Kata to learn the scientific thinking pattern they will soon Coach and Teach!
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MPG KATA DEPLOYMENT AWARENESS/ABLE
From Executing pp. 63-88
2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ /KATA SKILLS WEEK
- VSM - BUZZ - KATA SKILLS WEEK #3
- #5 IK/CK - #6 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #1
- #1 IK/CK - #2 IK/CK - KATA OF KATA
MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ / KATA SKILLS WEEK #2 - VSM
- BUZZ
- KATA SKILLS WEEK #2
- #3 IK/CK - #4 IK/CK
MPG KATA DEPLOYMENT
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IK/CK #3,4,5, & 6 = Improvement Kata and Coaching Kata Skill Weeks #2 & #3
Agreement to go ½ way with a FULL Kata Deployment = 9 months
From Expanding Upward Section
pp. 89-115
Value Stream Loop from Powder Presses added to Katas
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VP OF QUALITY & CI ADVANCE
GROUP 2nd COACH AND TEACHING ”UNDERSTAND DIRECTION” AT
KATA SKILLS WEEK
QUALITY & CI MANAGER ADVANCE
GROUP 2nd COACHING AND TEACHING PDCA AT
KATA SKILLS WEEK
PARIS, AR PLANT MGR
AND ADVANCE
GROUP LEARNER AT KATA SKILLS
WEEK
PARIS PLANT MGR AND ADVANCE
GROUP LEARNER AT KATA SKILLS
WEEK
ASST. PLANT MGR – ADVANCE GROUP
LEARNER AT PARIS, AR AT KATA SKILLS WEEK
ABLE TO DO IT – Add the Paris, AR Plant
MPG KATA DEPLOYMENT
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From Expanding Sideways
pp. 89-115
MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ / KATA SKILLS WEEK #3
2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
- VSM - BUZZ
- KATA SKILLS WEEK #1
- #1 IK/CK - #2 IK/CK - KATA OF KATA
MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ /
KATA SKILLS WEEK #2 - VSM - BUZZ
- KATA SKILLS WEEK #2
- #3 IK/CK - #4 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #5
- #10 IK/CK - #11 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #3
- #5 IK/CK - #6 IK/CK
MPG ADVANCE GROUP MEMBERS TEACH ALL SUBJECTS IN BUZZ / KATA SKILLS WEEK #4
VSM - - BUZZ - KATA SKILLS WEEK #4
- #7 IK/CK - #8 IK/CK - #9 IK / CK
- VSM - BUZZ - KATA SKILLS WEEK #6
- #12 IK/CK - #13 IK/CK - #14 IK / CK
MPG KATA DEPLOYMENT
IK/CK #7-#14 = Improvement Kata and Coaching Kata Skill Weeks #4, #5 & #6. Deployment spreads to the Paris, AR Facility
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From Expanding Sideways
pp. 89-115
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ABLE TO TEACH IT
MPG KATA DEPLOYMENT
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MPG KATA DEPLOYMENT ABLE TO TEACH IT
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From Conclusion – Develop Your Own
Way pp. 31-146
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ABLE TO EVOLVE IT
MPG GEAR TECHNOLOGIES KATA DEPLOYMENT
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MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ / KATA SKILLS WEEK #3
2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
- VSM - BUZZ
- KATA SKILLS WEEK #1
- #1 IK/CK - #2 IK/CK - KATA OF KATA
MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ /
KATA SKILLS WEEK #2 - VSM - BUZZ
- KATA SKILLS WEEK #2
- #3 IK/CK - #4 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #5
- #10 IK/CK - #11 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #3
- #5 IK/CK - #6 IK/CK
MPG ADVANCE GROUP MEMBERS TEACH ALL SUBJECTS IN BUZZ / KATA SKILLS WEEK #4
VSM - - BUZZ - KATA SKILLS WEEK #4
- #7 IK/CK - #8 IK/CK - #9 IK / CK
- VSM - BUZZ - KATA SKILLS WEEK #6
- #12 IK/CK - #13 IK/CK - #14 IK / CK
MPG KATA DEPLOYMENT
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- VSM - BUZZ
- KATA SKILLS WEEK #5
- #19 IK/CK - #20 IK/CK
- VSM - BUZZ
- KATA SKILLS WEEK #5
- #21 IK/CK - #22 IK/CK
22 IK/CK BY 2ND
QUARTER 2017
18 IK/CK IMPLEMENTED AFTER FIRST 2
YEARS
- VSM - BUZZ - KATA SKILLS WEEK #5
- #15 IK/CK - #16 IK/CK
- VSM - BUZZ - KATA SKILLS WEEK #5
- #17 IK/CK - #18 IK/CK
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IK/CK #15-#22 = MPG ready to teach and evolve Kata past the starter Kata
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From Expanding Sideways
pp. 89-115
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Q1
2015 2016 2017 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
11 Challenges Completed in first 2 years TOTAL = $1,053,798 12 x Return on Investment
KATA 3 $83,587
KATA 4 $37,724 CHALLENGES LAUNCHED
CHALLENGES CLOSED
KATA 5 $144,612
KATA 6 $117,444 CHALLENGES LAUNCHED
CHALLENGES CLOSED
KATA 7 $23,360
KATA 8 $72,200
KATA 9 $41,000 CHALLENGES LAUNCHED
CHALLENGES CLOSED
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KATA 10 $86,642
KATA 11 $259,317 CHALLENGES LAUNCHED
CHALLENGES CLOSED
PROCESS IMPROVEMENT
MPG KATA DEPLOYMENT
KATA 1 $134,054
KATA 2 $53,858
CHALLENGES LAUNCHED
CHALLENGES CLOSED
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Baptist Management System
The information presented in the following presentation are meant as a showcase of what our best, most motivated users have achieved. Expected
outcomes and results may vary. All testimonials are real, may not reflect another user's experience, and are not intended to represent or
guarantee that anyone will achieve the same or similar results.
PDSA
Model based on the Toyota Kata book & research by Mike Rother
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Show me your thinking
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1. All hospitals 2. BMG 3. Corporate HR 4. Baptist Trinity 5. Baptist Technology Services 6. Research 7. Baptist College of Health
Sciences 8. Baptist & Semmes
Murphey joint venture 9. Semmes Murphey
Daily Practice Routines (KATA)
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Our Mental Model
Model based on the Toyota Kata book & research by Mike Rother
A Meta-Routine stays the same regardless of the circumstances-a routine way of acting and thinking.
Kata is an iterative process!
PDSA
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On a Mission to Create Sustained
Improvement through an Engaged Organization
KATA your KATA
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Kata Skill Development
NOVICE
ETERNAL LEARNER
PROFICIENT
COMPETENT
ADVANCED BEGINNER
Dreyfus Model Skill Acquisition 5 levels of progress in learning a skill with
coaching
Aware
Able to Do
Able to Coach
Able to Teach
We use the
Dreyfus Model Tool to determine what needs to be practiced to increase skill
Creating Sustained Improvement
through an Engaged Organization
Shepherding Group(s) are charged with actively monitoring and guiding
the organization’s Kata development and expansion
Creating Sustained Improvement
through an Engaged Organization
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A. Shepherding Group Members
a. Typically 5-7 members
b. Executive Sponsorship (Membership Preferred)
B. Experience shows it is best if Shepherding Group Members have practiced Kata as a learner, coach, second coach and mastered the skills
C. Steer development & Set Challenges
D. Kata the Kata!
Creating Sustained Improvement
through an Engaged Organization
Creating Sustained Improvement
through an Engaged Organization
Exceptional coaches are typically
individuals that are avid learners, adopting Kata mindset and therefore can assist the Shepherds in teaching/coaching the desired mindset across
the organization.
Shepherding Group membership evolves as Kata expansion occurs and exceptional coaches are
developed and brought into the group.
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Kata Deployment – Who Goes First and How to?
Scouts Shepherding Group
• Middle Managers
• Executive Sponsorship
Initial Wave (3x the number of processes)
“Month” 1
Practice
Learner Senior Person
Coach Natural Process Owner
2nd Coach Manager
“Month 2”
Quality
“Month 3”
Skills Assessed
Coach
2nd Coach
Learner
2nd Coach
Learner
Coach
Next Wave
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Coaching Kata Deployed
Director/Executive
Managers
Supervisors
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Process
Supervisor
Manager
Director
Team 2nd Coach
Learner
Coach
1st Coach Notebook
Creating Sustained Improvement
through an Engaged Organization
Process
Supervisor
Manager
Director
Team 2nd Coach
Learner
Coach
2nd COACH Notebook
Creating Sustained Improvement
through an Engaged Organization
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We Have Developed additional tools
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Kata: Reduce Operating Room Turnaround to 16-17 min
BAPTIST DeSoto DEPLOYMENT
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Kata: Reduce time to OR Holding < 30 min; increase 07:30 On Time starts
BAPTIST DeSoto DEPLOYMENT
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Kata: Increase 07:30am First Case Patients Come for PAE prior to
DOS to > 95%
BAPTIST DeSoto DEPLOYMENT
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Kata: Increase ALL OR Case Patients Come for PAE prior to
DOS to > 90%
BAPTIST DeSoto DEPLOYMENT
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Kata: OR TAT < 25 min and First Case On Time Starts > 90%
BAPTIST MEMPHIS DEPLOYMENT
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I love the thought process that is generated using KATA. KATA can be used in every aspect of life when attempting to solve a problem
- Linwood White, Director of Emergency Services, RN,
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BAPTIST MEMPHIS DEPLOYMENT
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Kata has given us a system of thinking that has allowed us to move the dial in regards to operating room efficiency like we never have before. Not only has Kata provided a catalyst for rapid change, but allowed us to shape behaviors and change a culture. - Matthew Dane, Associate CNO, RN, DNP
Kata: OR TAT < 25 min and First Case On Time Starts > 90%
+20% increased case volume
Kata: ED Length of Stay
BAPTIST MEMPHIS DEPLOYMENT
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-11% -10%
FY 15 Average = 355 min FY 16 Average = 297 min FY 17 Average thru July = 276 min (-79 min)
FY 15 Average = 225 min FY 16 Average = 202 min FY 17 Average thru July = 188 min (- 37 min)
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Kata: ED Length of Stay
BAPTIST MEMPHIS DEPLOYMENT
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-51%
Started Kata May FY 16 Started TWI - JI
Shepherding Kata work on CLABSI - Oct FY 17
0
20
40
60
80
100
120
140
FY 14 FY 15 FY 16 FY 17
133
104
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CLABSIs
BAPTIST MEMPHIS DEPLOYMENT
Kata: Reduce Central Line Acquired Blood Stream Infection (CLABSI)
A single CLABSI can cost the organization $40,000
Kata has reduced CLABSIs from 43 – 9 = 34 fewer patients experienced a CLABSI FY16
over FY17 YTD 48
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“Because of TWI – JI Shepherding KATA we have had a planned and controlled deployment with follow up validation, we have seen wonderful outcomes in many areas. Most significantly would be deployment of Foley Insertion/Peri Care JIB’s to nursing, with the contingency that only nurses who have received the JIB training can insert foley catheters. We are confident this has led to the steady decline in CAUTI events in our hospital due to the JIB, TWI training, and validation on-going. TWI training with the JIB has provided our staff the training and tools for standard work to prevent harm and reduce infections relating to foley catheters. “ - Judy Mann, TWI-JI Shepherd, Education
Kata: Catheter-associated Urinary Tract Infections (CAUTI)
A single CAUTI can cost the organization $9,000 Kata has reduced CAUTIs from 29 – 12 = 17 fewer patients experienced a CAUTI FY16 over FY17 YTD
BAPTIST MEMPHIS DEPLOYMENT
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“Kata has really changed the way our people think all the way to a
personal level in your day to day life. Here at Baptist, it has helped us
achieve a lot of our strategies that the organization has set for us. We
have strategically deployed Kata in areas that would help us achieve our
goals. I think all of our people work much better together because of
Kata. It has brought a lot of structure, and at the same time Kata has
given us the ability to be creative thinkers.
Beyond the Kata work, I have clearly seen evidence of this way of
thinking in the business cases that are submitted for a particular piece of
capital or a need for seasonal nurses, and it has been embedded in the
way we look at the way we define the Challenge, the Current Condition,
the Target condition, the obstacles, and I don’t think our people really
realize they are using it. It has become just the way we naturally think
now.
-Michelle Smith, Memphis Hospital
Chief Nursing Officer
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FROM A RECENT INTERVIEW
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Continuous Coaching Commitment, LLC, actively coaches 115 IK/CKs Storyboards and 12
Advance/Shepherding Groups on a daily basis each month at various Baptist Memorial Hospitals,
Clinics, and the Corporate Headquarters in Memphis, TN
Total Verified Savings the Memphis Hospital in
FY2017 alone = $5,173,898
DAILY, DELIBERATE PRACTICE OF KATA
EXPERIMENTATION ON ORGANIZATIONAL
CULTURE… IS HOW YOU DEPLOY TK
Deliberate Practice of
new behaviors
Drives the formation of new habits
Habit formation leads to either fixed or growth
Mindset
The sum of an organization’s Mindsets and
behaviors = Culture
KATA STARTS HERE.…. SO WE CAN MOVE THIS
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THANK YOU, FOR THE
GIFT OF YOUR TIME!
“Focus on the People, and the numbers will come…
Focus on the numbers, and the people will Go!”
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TM
Brandon Brown, P. E.
479-856-1919