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Begining Daily Improvement
Transcript of Begining Daily Improvement
Continuous Improvement Using Daily Engagement to
Achieve Extraordinary Results Flow Quality Service Excellence The Importance of Flow Many of our processes flow like this. There are numerous twists, turns, and eddies where things can slow down or get stuck We want this. Our processes flow quickly with no opportunity to slow down or get stuck Elements of Flow Even, steady pace and rhythm to work Completion of 1 at a time Agile, speedy customer response time Flow of Appointment Check-Ins To Improve Flow
Eliminate Waste Waste is anything we do that provides no value for the customer We group waste into 7 categories 1) Inventory
2) Over processing
7) Waiting Value Added This is the opposite of waste. These are the things we do that the customer is willing to pay for Typically something that changes the form, fit, or function Our foundational elements are very intertwined and cannot be improved with independent efforts. Using Lead Time
to Improve Flow We should recognize that people are, after all, only human and as such, will on rare occasions inadvertently forget things. It is more effective to incorporate a checklist, or poka yoke, into the operation so if the worker forgets something, the device will signal that fact and prevent an error from occurring. This is the quickest way to zero defects. Shideo Shingo Detect Errors Check for Defects Level 4: Self Inspection Prevent Errors Levels of Quality System Level 5: Eliminate
Opportunities for Errors Level 3: Work Unit Inspect
Level 2: Company Inspects
Level 1: Customer Inspects Quality Initiatives at Children's Ohio Collaborative Safety Learning Reports National Patient Safety Goals Med Reconciliation Poka Yoke
(Mistake Proofing) Improvement Only Occurs When You Push Your Boundaries Our Goal is to Push Boundaries by Continually Working Towards a Common Vision How Are We Going to Do That? Daily Huddles Will Focus on Our Progress Towards the Target Condition Learner and Team Conducts PDCA experiments to work towards the target condition. Develops solutions to obstacles. We tend to operate within our current threshold of knowledge Coach / Manager Ensures the leaner is working and practicing scientifically and experimentally. The coaches job is to develop the learner. Lean Liaison will help leaders develop their coaching skills. Ensures the teams target conditions ties into a larger challenge or vision. Ensures necessary resources are available for the problem solving process 2nd Coach / Lean Liaison Pushing Boundaries Should ALWAYS be Customer Focused Lead Time Are You Ready to Get started? "You can dream, design and build the most wonderful place in the world, but it requires people to make that dream a reality."-Walt Disney Meaningful Use Payment Reform is increasingly
being based on Customer
Satisfaction measures Our ability to provide an outstanding customer experience will increasingly determine our ability to generate revenue