Developing a Culture of Continuous Improvement€¦ · Developing a Culture of Continuous...
Transcript of Developing a Culture of Continuous Improvement€¦ · Developing a Culture of Continuous...
Developing a Culture of Continuous Improvement
Australian Red Cross Blood Service - Brisbane Processing Centre
Presented by;
Josh Duncan & Joe Patkes March 2016
Presentation Outline
The Blood Service
Early CIWhere to now?
What We Do & Who We Are?
Suppliers of blood and blood products
States and Territories /
Commonwealth Governments Standing Council on Health (SCoH)
Jurisdictional Blood Committee (JBC)Membership comprise Commonwealth, State and Territory
Ministers with responsibility for health matters
National Blood Authority (NBA)
Suppliers of fractionated components
Corporate Strategy & Performance
Medical, Transplantation & Quality Services
Donor Services
Manufacturing
Supply Chain
PatientDonor
Finance, HR, R&D, IS
We are organised pretty similar to most Manufacturing
businesses…
With a few key differences
OUR RAW MATERIAL
OUR CUSTOMERS
OUR PRODUCTS
• We rely on voluntary blood donors as our raw
material
• We need to market to our donors as if they are
customers
• Recipients of our products, patients, are by
definition vulnerable
• They do not generally make the buying decision
• Our products are supplied free at the point of
sale
• We collaborate with governments and clinicians
to minimise use of our products
Type of Blood Donations
Post Donation – Whole Blood
Post Donation – Apheresis Plasma & Platelets
What Blood Products Do? Red Cells
The main function of these cells is to carry oxygen from the lungs to all the cells of the body and remove
waste products such as carbon dioxide.
Plasma
It is the straw coloured fluid in which the red cells, white cells and platelets are suspended. It contains
very important nutrients and clotting factors which help to prevent or stop bleeding.
Platelets
Platelets assist in the blood clotting process. They are literally tiny plates that wedge together covering
tears in the blood vessels and preventing blood from leaking into surrounding tissue.
Platelets are used primarily in the treatment of people with various cancers. Diseases such as leukaemia
and medical treatments like chemotherapy can decrease a person's platelet count.
Blood Product Supply Chain Overview
BL
OO
D S
ER
VIC
E
Blood Collections
Processing &
Testing
Customer Service
and Order
Fulfilment
Hospitals
Donors Approximately 500,000 unpaid donors
Approx.150 hospitals (excludes a number of minor clinics)
10 depots – 5 at processing centres (Melbourne, Sydney, Brisbane,
Perth and Darwin) and 5 more (Canberra, Adelaide, Townsville,
Hobart and Cairns)
5 processing centres in Melbourne, Sydney, Brisbane, Perth and
Darwin (there is no testing in Darwin)
30 mobile collection
units
78 static
collection units
Inventory is held at our main
processing centres (red) and at
strategically located depots (black)
2015
Drivers for Lean
Expects adequate, safe and secure supply of blood products
Expects us to use its funding wisely on behalf of taxpayers
Judges our performance against that of our peers
• Can meet the Government’s expectations
• Meet the needs of the patients who rely on us
• Honour the contribution of our donors
Our Government:
By embracing lean methodologies:
Lean Journey 2011 – 2014
Manufacturing Identity
Launched
First rollout Lean
Practitioner Training
Lean Awareness for Manufacturing
Supervisors
Lean Leadership – Manufacturing, Donor Services, HR, Corporate and Strategy
May
11
May
12
Aug
12
Apr
13
Nov
13
Mar
14
Apr
14
May
14
Aug
14
Manufacturing Division Created
National Lean Manufacturing Team Created
Regional Lean Coordinators
Executive & All Divisions
Lean Leadership
Rapid Improvement
Events Introduced
Focused on Foundation and Leadership Training
Lean Journey Cont. 2014 – 2016
Lean Awareness for all
Manufacturing team members
Are we Solving the
right problems?
BPC Value Stream
Mapping workshop
1st Lean Practitioner
projects completed
Sept
14
Nov
14
Dec
14
Mar
15
Jul
15
Aug
15
Oct
15
Jan
16
BPC Lean Coordinator appointed
BPC Line of sight
workshop
BPC Team Member Lean Practitioner
training
Suggestion Scheme takes
flight
Regional Awareness, Training and Projects
Embedding Lean in the Strategy
2014
(Internal) Manufacturing KPIs
SAFETY QUALITY SERVICE COSTOUTCOMES FOR
CUSTOMERSOUTCOMES FOR
PEOPLE
HAZARD:INCIDENTS
REPORTED RATIO
RIGHT FIRST TIME
DIFOTPRODUCTIVITY
andCOST PER PRODUCT
CUSTOMER SATISFACTION
EMPLOYEE ENGAGEMENT
We will continue to focus on
improving the safety of
our workplace
We will continueto focus onproducing
quality products
We will improveefficient &
reliabledelivery
of our product
We will responsibly manage our costs & maximise
conversion of donations
to component
We will deliver products& services that are
nationally consistent, reliable and meet the
needs of our customers
We will attract & retain
the best staff for the work we do
Restructure of Production Activities
Provides the catalyst for change,
coordinates Lean & RIE programs
Supports the business through
coordination of non-core and
administrative services
Provide scientific and technical
support, troubleshoots, manages
deviations
Scientific & Technical
Services TeamAdministration Lean Coordinator
Undertake core testing
Testing Team
Process blood components
Processing Team
Production
Scientific and diagnostic services
Red Cell
Reference Team
Quality control of production
Process Control
Team
Specialist Services
Manufacturing Support
Focused on targets,
efficiency and quality,
delivering the production
schedule in a nationally
consistent way
Focused investigation,
service, quality and
building expertise
in a nationally consistent
way
Focused on enabling production and continuous improvement in a nationally
consistent way
April 2014
Processing Productivity
- Post implementation, 9% increase for 2013-14
- As at Jan 2014-15 YTD, a 15% improvement
2000
4000
6000
8000
10000
12000
14000
SPC
MPC
BPC
PPC
National
We
igh
ted
Pro
ce
ss
ed
Co
mp
on
en
ts
pe
r F
TE
Testing Productivity
All four major processing centres have continued to achieve productivity improvements after
the introduction of the new structure in April 2014.
- Post implementation, 16% increase for 2013-14
- As at Jan 2014-15 YTD, a 45% improvement
4000
6000
8000
10000
12000
14000
16000
SPC
MPC
BPC
PPC
National
Co
re T
es
ts p
er
FT
E
Cultural Change and Lean, post restructure
• Daily production meetings and huddles focusing on manufacturing requirements
• Daily – Weekly Gemba walks, monthly across shift Toolbox communications
• Suggestion scheme launched with a focus on JDI’s (just do it) and Kaizen events – we want your ideas
• Introduction of visual management into all areas of Manufacturing (and also uptake into Donor Services and Medical Services)
• Production scheduling tool utilisation, brain storming sessions, adhoc problem solving and 5S
Work practice changes implemented which focus on
manufacturing and lean principles:
April 2014
BPC - Suggestions
Strategy Deployment - Acid Test – March 2015
In any division and any team member…..
Could you get the correct answer to the following questions?
1. What is the KPI’s/Strategic Plan for this business over the next few
years?
2. What are you doing that is different to contribute to our
KPI’s/Strategic Plan ?
Most Team Members answered question 2 of the
acid test = they are doing Nothing!!!!!
“Doing nothing, is a great way to change
nothing”Kid President
What’s our Foundation?
Name some of our Objectives from Strategic Plan?
What are Our targets?
ObjectivesKey Performance
Indicators
National Regional
15-16 Target14-15
Result15-16 Target
14-15
Result
SAFETYContinue to improve the
safety of our workplace
Hazard: Incidents reported
ratio> 50% N/A > 50% N/A
QUALITYContinue to produce quality
productsRight First Time ≥98.5% N/A ≥98.5% N/A
SERVICE
Improve efficient and
reliable delivery of our
products
Delivery In Full On Time
(DIFOT)≥97%
Red Cells 96.8%
Platelets 96.2%
Cryo 93.7%
≥97%
Red Cells 97.0%
Platelets 97.0%
Cryo 97.0%
COST
Responsibly manage our
costs and maximise
conversion of donations to
components
Productivity:
Testing
Processing
Customer Service
Order Fulfilment
18,200
13,000
931
532
14,987
12,151
N/A
N/A
22,040
15,776
N/A
N/A
18,100
15,101
N/A
N/A
Cost Per Product <$85 85 86 86
CUSTOMER
Deliver products & services
that are nationally
consistent, reliable and
meet the needs of our
customers
Customer Satisfaction 8.9 8.9 8.9 9
Driving Lean culture?
4 Lean Principles
We work in a standardised way
We do our work at the right time
driven by our customer
requirements.
We level out activities across the
time available.
We never pass on poor quality to
the next process.
5 Lean Behaviours
We go, look and study at the
place where the work happens.
We respect the individual and
utilise their potential.
We work as a team.
We constantly challenge the
current situation.
We strive to make small
improvements every day.
August 2015
Why Value Stream Map?
Problem
We had no clear line of sight between the numerous projects /
improvement activities being undertaken at the BPC and the
Corporate or Manufacturing strategic goals and targets.
This was resulting in potential wasted effort in resources, time and
an inability to meet crucial business deliverables.
Goal of the work shop
The goal of the workshops is to develop and agree on roadmap of
activities for the BPC that will contribute to the Red Cross Blood
Service strategic goals & objectives
August 2015
BPC’s Value Stream Mapping
Line of Sight
Value Stream
Mapping
Charter of Continuous
Improvement Projects
Where’s our Non-Value processes?
Processing Testing
Order Fulfilment
/Customer ServiceRed Cell Reference
Where’s our Non-Value processes Cont.?
Team Project HeadingTime
FrameTeam Project Heading
Time
Frame
Customer Service - work load and Resourcing shortOrder Fulfilment/
ProcessingTime ready for O neg red cells - Visual Management short
Order Making Process - IVIG and Research orders - Review process looking
for quick winsmedium Processing Platelet release time - Set up Standard Work short
Customer feedback - Customer ordering patterns i.e. cut off times - SLA medium Remove the use of dry ice for plasma boxing - Review standard work short
New AHP approvals - Review Process medium Processing Shipper unpacking area - safety improvement short
Customer Service - layout review medium Processing - Buffer / Shipper management short
Managing in coming calls into Customer Service - System/ Equipment long Release label CMV - visual board short
Loading dock Trolley signage - Visual Management short Review the value of blood-in forms medium
Dispatch window - answering door / buzzer for non blood service related
enquiries - QUTshort Reduce centrifuge cycle time medium
Order Fulfilment - Buffer / Shipper management medium Processing - layout review medium
Order Fulfilment - layout review mediumEnsure right details entered in NBMS to eliminate need for discard
checking / correcting errors @ receiptinglong
Portable interface/unit with NBMS - CSL plasma issue long Processing hyperimmune HEP-A plasma to transform @ SPC long
Manufactured Product Review - Ordering, Receipting, Inventory long Scheduled work - Set KPI for BCS - setting batch times short
CMS Improvements - Training for Transport Team Members short Testing - Buffer / Shipper management short
Transport - Buffer / Shipper management mediumChecking Plates for PK results - can use photo - reduced safety RSI -
Review manual handlingshort
Review Driver's run schedule - GPS, Go Booking, Blood in schedule. medium BCS why do we have the highest false positive rate medium
Processing, Testing Move BCS into a Processing task long Testing - layout review medium
Processing, Testing,
TransportBlood In Schedule - All medium
Consignment tracking for sample shippers, Shipper tracking from Centres -
CMSlong
Investigate actual numbers of HTAB - Platelets needed per day - Review short Better alternative packing type CSR - Dry Ice medium
Automated print anomalies - Review short
Transport
Charter of Continuous Improvement Projects For BPC 2015/16
Customer
Service/Order
Fulfilment
Processing
RCR
Testing
Learnings from recent developments
In some parts of the business there are still pockets of
resistance to change, this requires independent change
initiatives.
Value Stream Mapping event – was a game changer for morale
and other lean activities – TM Lean Practitioner Training
Still finding it difficult to get staff off the floor in some teams to
complete improvement events.
Great value from team owned Just Do It’s (JDI).
Local leadership team driving Lean improvements – Lean
Leaders
Quality – Right First Time
Target >97.0%Value
Stream
Mapping
Lean
Practitioner
Training
1332
1058
742 720 715
Components Not Required
Safety – Target 50:50 Hazard to Incident
Safety Gemba
walks introduced
Customer Satisfaction – Target >8.8
Manufacturing
Restructure
Lean Maturity Self Assessment
Any Questions?
Joe Patkes
BPC Production Manager
Josh Duncan
BPC Lean Coordinator