State of Maine -- Bend the Curve

Detailed Design Notes: Kaizen

P = Participant HO = Hand-out FC = Flip Chart PW = Participant Workbook

Table of Contents
Set-up and Prep for Kaizen........................................................................................... 2 Start-up in Kaizen Team ............................................................................................... 2 Review Kaizen Charter ................................................................................................. 4 Understand Kaizen Framework & Methods ................................................................. 5 Building the Kaizen A3 ................................................................................................. 8 Break ........................................................................................................................... 9 Prepare to do the Work ............................................................................................... 9 Identify Improvement Approach/Activities ................................................................ 10 Begin the Work .......................................................................................................... 11 Lunch ......................................................................................................................... 11 Continue & Finish the Work ....................................................................................... 12 Break ......................................................................................................................... 12 Begin to Identify Implementation/Sustainment Activities ......................................... 13 Build the Kaizen Implementation/Sustainment Plan .................................................. 13 Establish Follow-Up ................................................................................................... 15 Document & Communicate........................................................................................ 18 Celebrate! .................................................................................................................. 19

*** Remember that the times used in this template are approximate for one
day of work. Kaizens for different purposes, using different methodologies and having different work to accomplish within the kaizen event, may take anywhere from few minutes or hours to several days. But all should use the PDCA cycle.
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7:00-8:00

Set-up and Prep for Kaizen

Resources: Kaizen Materials/Supplies: A3; post-its; sharpies, name tags, Time keeping device Posters - Lean concepts - Team Learning Norms Team Charter Notes: 1. Kaizen and kaizen blitzes especially should be fast-paced. As a result, there is often little/no time to make significant adjustments. Be sure that you have been very thorough in your preparation!

Purpose: Participants experience a well-organized, confidant, competent, and professional learning experience - all in service to enabling the team to accomplish their task and have a satisfying experience.

Methodology:*1 Orient yourself to the facility (safety routes and hazards, restrooms, break rooms, lights, heat, ventilation, etc.) Prepare the room. o Arrange table and chairs in semicircle as close to front wall as possible. o Post Kaizen A3 poster on the wall in front of team. o Post Parking Lot o Post Assumptions [About anything that comes up during the Kaizen.] o Hang posters: Lean Principles/Concepts, Kaizen, Team Learning Norms, BTC Goals (if applicable), 8 Wastes. Assemble materials so visible and easily accessible. Have two easels/pads with markers and tape. If using, set up computer and projector and call up programs. Have participant materials at each seating area: o KAIZEN Participant Workbook (Hand-outs) o Team Charter. o Sharpie o Name tag (if needed) Create a Welcome flip chart 2 Lead CI-P check-in with kaizen staff to ensure alignment.* Greet participants as they arrive. Comments:

2. Staff includes faculty (internal and/or external consultants), certified CI-P, CIPs in training, or CI-P Observers. The Lead CI-P is responsible for managing the staffing huddles and meetings.

8:00 8:30

Start-up in Kaizen Team

Key Ideas: 1) Improving the work is the work. 2) Leadership support and commitment to improvement changes. 3) Developing a responsible Learning Community /Team. Purpose: Resources: Set a tone of openness, learning, curiosity, and support in tandem with Flip chart (FC) for check-in or
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commitment and ownership. Clarify expectations and create a shared understanding of the direction for the day. Begin developing a unified identify as a team. Establish trust, openness, & credibility as a CI-P. Model effectively facilitating team work. Methodology: Sponsor or Manager welcomes participants.*1 Some points to talk to include:*2 (Take no more than 10) - Appreciation to participants for participating. - Explain: Learning facilitates change, and were here to learn and apply new concepts and tools. This is to learn and do at the same time. - Link this improvement work to larger organization context. - Emphasize: That this is the work improving the work is part of work -- it is not an add-on. - Explain the request for support from BTC & introduce the lead CI-P. Lead CI-P: Introduce yourself and any CI-P partner(s) and observers. Elaborate briefly on the purpose of the improvement effort and BTCs role in it. Explain each CI-Ps role and what the Ps can expect from you as you work together. Inform Ps that the CI-Ps will be working as a team and so will trade-off back and forth and will augment and support what each other is doing/saying.*3 Tell Ps that you will be meeting with the other practitioners during breaks and lunch in order to review where we are in our agenda and to make course corrections as needed. o Explain: We are also learning, so we debrief with each other, and give each other feedback. We will check-in with the Sponsor/Manager as well to elicit feedback. We call this staffing. Briefly review with Ps: Safety exits Logistics, restrooms, etc. Introduce the Participant Workbook and explain its use throughout the intervention & any new Hand-outs for the Kaizen. Review agenda and outcomes. 4 Review Team Learning Norms.* Explain purpose of Parking Lot and Assumptions *5 Ask for Participant introductions. Ask for some kind of introduction (name and role in the organization) even if it appears everybody knows each other. After introductions, conduct a Check-In. You may tailor the check-in questions or exercise to the specific needs of the team. Choose one of the following options for Check-In and FC responses.*6 o The single thing that I most want to improve about
One-Day KAIZEN - Design Notes

introduction task Posters HO Participant Workbooks

Notes: 1. While you may choose to start the improvement intervention yourself, having the Sponsor or Manager start up the session re-enforces, from the beginning, that this is their work, their responsibility, their decisions -- not BTCs. 2. Minimum talking points Provide and discuss these with the Sponsor/Manager before the improvement intervention.

3. Explaining this tag team approach is important so that Ps are comfortable with it and dont perceive the trade-offs / augmentations as the CI-Ps being critical or correcting one another. The two perspectives are the purpose of having two CI-Ps.

4. If you wish, you can ask the Ps to quickly list their own Learning Norms and FC these OR you can ask if they have any additional ones. 5. Keep in mind that the Parking Lot can serve a very useful function in curtailing related but not relevant discussion/topics while validating them by documenting them (FC) for future action.
6. Flip charting the responses is

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our work is ________. o What I expect of our team and myself over these (n) days is _______. o What I can contribute to this Kaizen Team is _______. (That is, how I will support the success of this team.) o What will be most challenging for me over these (insert the amount of time planned) is _____. And what I would like for support from the team is _____. Check with Ps to see if there are any other logistics they have questions about. Comments: important and useful so that at the end of each session and the intervention, the CI-Ps can check back with the Ps to see how well these are being / were addressed and make adjustments as needed.

8:30 9:00 Review Kaizen Charter

Key Ideas: 1) Kaizen Scope - scope of the improvement work to be done. 2) Importance of boundaries. 3) Understanding of roles. Purpose: Insure clarity and alignment about the purpose and scope / boundaries of the KAIZEN. Model effective team process. Resources: Team Charter

Methodology: Notes: 1. This review of the scope of Invite the KAIZEN Manager or Sponsor to read/review the team work should not be slighted. Charter*1, asking participants to reference their copy in their PW or But, it is important that the HO. Sponsor/ Manager understand Ask if there are any questions, comments, or concerns about the all of it and can present (and scope/boundaries? If the work to be done over the next ____ 2 discuss) it clearly with the rest hours/days is understood?* of the team. Note: Here we mean the boundaries of the work to be done in this Kaizen (define Kaizen: to make better or continuous 2. It is critical that the team improvement. It is a focused, quick [rapid] improvement members be explicitly event). empowered (and they know it) - Sponsor/Manager responds to questions, comments: either to implement the recommended in person by telephone (if the Sponsor is not present). changes, with the support of an - Only the Sponsor can expand or contract the scope / effective implementation boundaries. manager. Without this, as we Tell Ps that the team will keep its work focused on what have all experienced, the happens within this scope (or between these two boundaries as improvement effort cannot appropriate). If things come up outside this, they will be captured continue, work will revert to as on the Parking Lot. One-Day KAIZEN - Design Notes 4

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Ask if the measures are accurate and on target. Review the Improvement Project Roles and Responsibilities (in their PW). - Briefly point out again what the team members role*3 is, and how important active, collaborative implementation will be to collective success. Elicit questions, comments, and ensure clarity. Capture unanswered questions/issues on Parking Lot as needed. As appropriate (not every Kaizen requires a data manager), if nobody has yet been assigned the data manager role*4 (tho this typically would have been part of the chartering process), ask for volunteer. If no volunteer, Manager assigns. The Data Manager - Documents data under the direction of the Practitioner. - Commits for the duration of the kaizen improvement project. Transition to the next piece of work: understanding the underlying framework and methods for the work to be done. is, and team members will lose trust in future improvement / change efforts. 3. Team size should reflect the scope of the kaizen & should have been decided in the chartering, but generally 6-8 people (max. of 12 if at all possible), with team members chosen from the kaizen work area and for a purpose. If possible, it can also be helpful to include upstream & downstream workers and customers.
4.

The goal is to have a regular team member be the data manager so that they can learn how to do it, thus increasing the internal capacity to work with data and do it for themselves.

Comments:

9:00 9:30 Understand Kaizen Framework & Methods

Key Ideas: 1) The Five Lean Principles. 2) What is Kaizen? 3) Why Kaizen? 4) PDCA process and thinking (problem-solving mindset & culture) & its applicability everywhere. Resources: Purpose: Participant Workbook: Understand the nature, role, and place of the Kaizen in the Worksheet: Kaizen A3 improvement of the process. Kaizen Poster Get everybody on the same page about what the Kaizen is. Understand the Kaizen scope/boundaries. Continue to develop a process mindset. Engage participants in order to create commitment and ownership of the work and process. Build the teams collective understanding of the kaizen and PDCA processes as a base from which to work. Methodology: Elicit from Ps their understanding of what Lean is and ask for examples.*1 *2
One-Day KAIZEN - Design Notes

Notes: 1. Keep the learning segments focused on what is essential for 5

State of Maine -- Bend the Curve

Discuss from the Workbook: What is Lean? Highlight the five Lean concepts (value, value stream, flow, pull, perfection): 1) Know your customer/client who they are and what they want and when. o The customer defines the value for the specific product/service. 2) Identify the steps in the value stream. Keep the process simple (eliminating waste, steps that dont create value). 3) Change the value stream so that the product/service flows smoothly toward the customer. 4) Assure flow at the rate/demand or pull of the customer. 5) Continually improve in pursuit of perfection. o Begin the process all over again. o Work toward doing it right the first time. --- plus -6) Involve and empower employees in this process they know the work; they know the problems; and they know solutions. Remember, Lean is all about peopleboth the people doing the work and the customers.
1. Identify Value 2. Map Value Stream

team members to understand for this kaizen. This is about making changes/improvements quickly. It may not, for example, be important for the team to understand SMED or DMAIC, control charts, or Takt Times work balancing/leveling use. 2. Adjust this segment as needed to reflect the existing Lean knowledge of the team members. They may, for example, already be very familiar with this through participation in other improvement events. However, be careful not to assume they know and understand.

5. Seek Perfection

3. Create Flow

4. Establish Pull

THE FIVE LEAN PRINCIPLES*

* adapted from LEI at lean.org

Pointing to the Kaizen poster, describe and discuss what a kaizen is: The foundation of Lean of continual improvement. Focuses on eliminating waste, improving productivity, and sustaining targeted improvements. Plan-Do-Check-Act process & thinking. (see below) Short-term, quick, focused improvement project o Speeds up the change process. o Small, incremental changes that add up to big improvements. Typically, low-cost / no cost solutions that can be implemented every day. o Puts solutions into place into the work quickly, with deliverables and persons responsible for the changes. Over time, becomes a philosophical shift in how you do your work constantly looking for a better way.

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Ask Ps how it relates to process: Solves priority problem(s) -- often identified in Value Stream Mapping opportunities to eliminate waste, for quick improvement. Brings together workers from different functions and levels to identify and/or address the problem/process. Bridges current condition and targeted ideal situation. Accomplishes in day(s) what other methods take months to get done, if at all. Briefly, go over this Kaizens methodology so that Ps get an idea of what they are about to do and explain that this can be used in various situations pointing to the A3 poster of the kaizen framework and Refer Ps to their Worksheet: Kaizen A3 & the 10Step Kaizen process in their Participant Workbooks:*3 This Kaizen consists of the following ten-step structured approach/process, using the Plan-Do-Check-Act cycle (a continuous improvement, critical thinking method): PLAN (Planning the Solution) Define the problem. Define & document the current situation. Visualize the ideal situation. Define measurement targets. DO (Solutions Design) Brainstorm solutions to the problem. Develop a Kaizen Plan (a list of to-do items). Implement any of the plan that can be implemented during the kaizen. CHECK (Solutions Implementation) Measure, record, and compare results to targets. Prepare summary documents. ACT / ADJUST (Solution Follow-up) Prepare short-term action plan (30 day to-do list), on-going standards, and sustainment plan. Based on results seen during Checking, adjust the solutions and plan accordingly. Start the PDCA cycle all over again. Ask if there are any questions. Comments:

3. Note that this Ten-Step Kaizen process can use/be part of a variety of other improvement and change methods such as VSM, 5 S, PDCA, SCORE (Select-ClarifyOrganize-Run-Evaluate), project management, DMAIC (DefineMeasure-Analyze-ImproveControl), etc.

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9:3010:15 Building the Kaizen A3
Key Ideas: 1) Specific and agreed-upon problem definition. 2) The kaizen content and process (A3) they are about to go through. 3) What is a good and appropriate measure. 4) Owning the improvement and implementation work. Purpose: Get everybody on the same page about what the Kaizen Problem and ideal/target situation are. Understand the Kaizen scope/boundaries, identify the ideal situation, and develop measures to know if the solution(s) is actually successful. Continue to develop a process mindset. Engage participants in order to create commitment and ownership of the work and process. Methodology: Resources: Kaizen A3 Kaizen Charter/PW Sharpies

Notes: 1. Its true that the Charter (if In Whole Team: there is one) may already Refer the Ps to their Kaizen charter to assist them in building the contain some/all of this A3 on the wall. information and it would be simple to have already Record the response(s) on the A3 poster, building consensus as 1 transposed that existing content each area is addressed.* to the A3, but keep in mind that Ask the Ps to begin by defining the current situation/problem. the writing of it on the A3 What do they know about it as it stands now?*2 poster with the team is an opportunity for the team Ask the Ps to continue by describing the background/context members to internalize it and for the problem/theme/issue. What is important to know? Why is make it their own. it being addressed? 2. Most teams gravitate to the Continue to work with the team to problem first and foremost & then are able to describe the o Identify the ideal situation/targets/goals & define the 3 context. This is OK and in most specific measures* needed to know if the expected instances makes sense. Keep in results/targets are achieved. mind, however, that sometimes o Identify/analyze the root cause(s) of the the improvement work will have 4 problem/issue.* meant going to the gemba first and identifying the problem Stress to team members that keeping a focus on viewing the from there. problem, in a given area, related to the product, will help them to 3. Be prepared to describe what be specific about the changes they wish to implement. makes for a good measure, as well as the different types of measures & which would be appropriate to meet the specific need in this instance. This also lays the groundwork for the measures in the kaizen implementation plan. 4. Be prepared to conduct a root cause analysis if and as appropriate. Use the simplest
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tool appropriate, such as the 5 Whys, Fishbone Diagram, etc. Comments:

10:1510:30 Break
Comments:

Meet with your Practitioner team. Elicit feedback and make any course corrections.

10:3010:35 Prepare to do the Work

Key Ideas: The critical value of identifying the scope of the work to be done and having a clear, shared understanding of this and the context. Purpose: Continue to develop a process mindset. Engage participants in order to create commitment and ownership of the work and process. Methodology: Pointing to the Kaizen A3 poster, explain that the team will now begin their improvement work on (insert a description here of the work to be done, based on the Charter).*1 For example: Streamlining and radically reducing the existing eleven forms and designing a new, single form. Briefly review any background materials needed to proceed with the work, asking if Ps understand the task and the material. Resources: Any background materials required.

Notes: *1. This is WHAT the team will be doing/addressing. This is the purpose, the task of the kaizen. You may decide that it would also be helpful for the team to develop its Mission Statement for this improvement effort ( that modules design notes are in the VSM design notes). HOW the team will go about 9

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doing this work is addressed in the segment below. Comments:

10:3511:45 Identify Improvement Approach/Activities

Key Ideas: Involvement/ownership of team members in the method they will use to achieve the work/goal/purpose of the kaizen. Purpose: Quickly generate ideas about the teams proposed approach to solutions & develop collective consensus (identifying solutions to move from the current toward the ideal situation that team members are willing to commit to make happen.) What is the approach to be used in the kaizen itself to accomplish the work to be done? To continue to link team members together. Model good project management skills. Methodology:*1
*2

Resources: Flip Charts

Notes: 1. This team brainstorming segment is used only when an approach/methodology has not already been identified and design notes have not been completed. For example, a known, classic 5 S or a Root Cause Analysis may not need this segment or a specific-tothe-work-to-be-done methodology may have already been developed and agreed upon with the Sponsor/Manager. In that case, carefully and clearly explain the method that will be used, address any questions, and move directly to Begin to do the improvement work. 2. Remember that the times in this template are approximate for one-day of work. Kaizens for different purposes, using 10

Break out into groups (if appropriate) -Tell the groups: That they will now brainstorm the approach and activities needed within the kaizen to move from the Current Condition toward the Ideal Situation (to the goal of the kaizen): What must be done to make the improvements? How will they approach this? Using the above example: streamlining and radically reducing the existing eleven forms and designing a new single form by identifying what information belongs on which form, what information can be eliminated/combined, which forms can be combined, etc. (In this instance, the Team Members should all have received, for their review beforehand, a copy of all the forms under consideration.) Emphasize that they need to : DO THIS WORK QUICKLY ! KEEP THE ACTION ITEMS BRIEF. Ask them to record their proposed improvement activities on the flip charts. When the groups are done, ask them to move/tape their work in
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the central place. In whole team: Ask each group to quickly and briefly present their approach. Discuss similarities and differences & reach consensus with the team re: the approach to be used in this kaizen to achieve the needed changes (list of to-do items). Comments: different improvement methods, may take anywhere from a few minutes or hours to many days.

10:4511:45
or after Lunch

Begin the Work

Key Ideas: 1) Active participation by all team members, different perspectives. 2) Building ownership. 3) Importance of adhering to process. Purpose: Continue to develop a process mindset. Engage participants in improving and owning the work and process. Methodology: Carefully and clearly review the methodology that will now be used to address their improvement work, being certain that the Ps understand both the work scope and the method they will use to 1 2 accomplish their kaizen work.* * Begin the work. --- This is the core of the Kaizen. Resources: Relevant context, background, reference materials. Notes: *1. Implement (do & check) any of the teams proposals that can be implemented during the kaizen event.

* 2. Provide Ps with any materials (data, laws, etc.), worksheets, work Insert methodology for the work to be accomplished task descriptions needed (or flipchart). Announce lunch & the time to be back, ready to work. Comments:

11:4512:30 Lunch
One-Day KAIZEN - Design Notes

Meet with the staff. Elicit feedback & make any changes to improve the experience for

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the team.
FC

Comments:

12:302:30

Continue & Finish the Work

Key Ideas: 1) Active participation by all team members, different perspectives. 2) Building ownership. 3) Importance of adhering to process. Purpose: Continue/Finish the improvement work to be done to move from the current condition to the ideal situation. Continue to develop a process mindset. Engage participants in improving and owning the work and process. Methodology: Continue (& finish) the work started. Comments: Resources:

Notes:

2:30 2:45
Comments:

Break
Meet with your practitioner team. Elicit feedback and make changes as needed. Assess where team is with time and task, and make any adjustments needed. Identify Next Steps.

One-Day KAIZEN - Design Notes

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2:45 3:15

Begin to Identify Implementation/Sustainment Activities

Key Ideas: 1) Active participation by all team members. 2) Inclusion of different perspectives/experiences/knowledge. 3) Building ownership of implementation and of sustaining the improvement work and thinking. 4) Actions must start with a verb and include a noun. Purpose: Create a plan to implement the improvements -- that have been made and are to be made -- that team members are willing to commit to make happen. To continue to link team members together as they prepare to implement their plan. Model good project management skills. Methodology: Break out into ___ groups. Tell the groups: That they will now brainstorm the changes and activities (using good brainstorming technique) needed to implement and sustain their proposed improvement(s) beyond this kaizen in order to move from the Current to Ideal Situation: What must be done to bring about/implement and sustain the change work they have just done? Emphasize that they need to : DO THIS WORK QUICKLY ! KEEP THE ACTION ITEMS BRIEF. ALWAYS START WITH A VERB AND INCLUDE A NOUN.*1 Ask them to record their proposed change activities on stickie notes -- or flip charts. (Stickie notes tend to be easier for Ps to organize.) When the groups are done, ask them to move/tape their work in the central place. Comments: Resources: Worksheet: Implementation Plan (paper or computer) Calendars

Notes:

*1. Change activities are actions to be taken and so require a verb. Cannot use a passive verb, must be active, action-oriented verb. Passive voice connotes a result or state.

3:15 4:15

Build the Kaizen Implementation/Sustainment Plan

Key Ideas: 1) Active participation by all team members. 2) Inclusion of different perspectives/experiences/knowledge. 3) Building ownership of the implementation and sustainment of the improvement work and thinking. 4) Understanding overall structure, view, strategy of the Plan. One-Day KAIZEN - Design Notes 13

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5) Use of good Project Management in implementation. Purpose: Create a plan to move from the current state to the ideal situation that team members are willing to commit to make happen. To continue to link team members together as they prepare to implement their plan. Model and build good project management skills. Methodology: In the whole Team: Ask each group to briefly report their proposed implementation activities to the rest of the team. (No more than 5 minutes each.) Explanations and justifications are not needed at this point. Write the name of the kaizen at the top of the Plan Poster/ Spreadsheet/Flip Chart as appropriate & continue to document the work below.*1 Explain that the whole team will now work together on developing a single implementation and sustainment plan, agreeing on the specific improvement actions to be entered in the unified plan. Remind the Ps that this is the beginning of an incremental change and improvement process that this is their first cut at it, their first incremental steps. Ask the Ps to:*2 If using stickies, to organize the stickies into groups of like (put stickies on top of each other) or related activities. When done, ask them to name each broad Change Cluster (starting with a verb) on a plain piece of paper above/below the cluster. If using flipcharts, identify duplicates and related activities (naming each group) Step back mentally from their Change Activity Sheets/Change Clusters and think about which change/activity has the highest priority (which should be done first).*2 Ask the Ps to: Name the Change they would make first and then the Actions needed to achieve to it (move the stickie notes to the cluster name paper or straight on to the Plan itself) . Be sure that action/change language is used for all improvement actions. (Starts with verb.). o Be sure to get consensus on items as you add them to the plan. Identify the Responsible Person & planned Due Date for each. o Consider the critical path and sequencing for the activities (e.g. does one have to be done before another can be started?) Provide the Measure(s) to determine if the change has been successful and is an improvement. Continue this work until all the changes & related actions are completed.
One-Day KAIZEN - Design Notes

Resources: Worksheet: Implementation Plan (paper or computer) Calendars

Notes:

*1. Use the Implementation Plan poster(s) as many as are needed.

*2. You may choose to use any one of the multi-voting/prioritization methods to arrive at these determinations.

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Be sure to include actions/activities for managing the implementation of the plan. (e.g. plan for weekly/monthly implementation progress meetings, etc.) See segment below addressing this. Include how the team will get help when needed. It could be facilitation, support, decisions, coordination, etc. Be sure to identify and capture any further improvement efforts needed (kaizens, VSMs, 5S, etc.) and include them as improvement action items in the Plan. Explain: This initial plan (both the hands-on and electronic versions) will be handed over by the CI-Ps to the Kaizen Sponsor, Manager, and the team who will finalize this first plan iteration. The Plan reflects their work and expertise and is their responsibility to implement, maintain, and update As time allows:*3 Fill in the barriers & gains. Identified barriers*4 must also have the countermeasures, the actions, to address/overcome them. Enter these countermeasures as new change actions into the plan. Fill in the estimated benefits/gains/savings for each recommended change action/activity: - Also dont forget gains from material reduction such as: paper, ink, forms, postage, envelopes, travel costs, etc. Do not omit the measures and/or deliverables for each change action! Comments:

*3. During a short kaizen, for example, you may not have time for anything other than the recommended actions, responsible persons, and the planned due dates. In that event, the team must complete the remainder of the plan within one month of the kaizen. The Improvement Intervention Manager is responsible for ensuring this gets done. Get a commitment to make that happen!!! *4. In identifying barriers and countermeasures for each change action, you might consider using a tool/method such as Failure Mode & Effects Analysis (FMEA).

4:15 4:25

Establish Follow-Up

Key Ideas: 1) Team ownership of the implementation and sustainment of the improvement work and thinking. 2) Understanding of overall structure, view, strategy of the Plan. 3) Use of good Project Management in implementation. Purpose: Resources: Recognize that the work is not finished and provide a structure and mechanisms for plan management and follow-up. Methodology: Ask Ps to identify actions/activities for managing the implementation of the plan. For example: plan for weekly/monthly implementation progress meetings;
One-Day KAIZEN - Design Notes

Notes: *1. Lesson Learned: It is absolutely critical that the CI-P 15

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communications infrastructure not only within the team and the Manager with the rest of the team but also with leadership/senior managers and all others relevant to the work; identification of & strategy for emerging problems/barriers; work/improvement materials-information [maps, A3, progress on plan implementation, etc.]; continued support from/relationship with CI-P & BTC; and so on) Elicit who will work with Manager and Practitioner to make that happen. Manager to schedule other follow-up activities and consult with the rest of the Ps. Facilitate a discussion that results in the team committing to a minimum of 30 minutes per week (or an hour every other week -as appropriate to the work being done) to discuss progress to plan, acknowledge successes, and get help removing barriers. o This is not optional. How this happens is up to the team. That it happens is not. Explain that, if needed, BTC CI-Ps would be available to work with the Sponsor & Manager and the rest of the team for continuous improvement expertise/suggestions in the kaizens follow-up activities.*1 Comments: does not inadvertently become part of or be seen as being part of or bearing any responsibility for the improvement implementation. Implementation is the responsibility of the team members, not the CI-P. For example, in order to assure this, the Sponsor or Manager should be clearly in charge of and lead implementation/ progress meetings and work sessions. It is important that the team own the work and are increasingly able to move forward themselves. This is their work, and they should not, in fact, even be willing to have someone else perform this function. The CI-Ps role should be one of consultation and support.

4:25 4:30

Wrap-Up

Key Ideas: 1) Addressing of initial concerns. 2) Acceptance of personal and team responsibility for the learning achieved and the work done. 3) Appreciation of each other and commitment to continuing support. Purpose: Resources: Acknowledge the work completed and give appreciation to each other. Methodology: Summarize action items next 3 things that will happen, with names, when, and where. Check-out: Round robin, ask Ps to give a word/phrase about whether they addressed the single most important thing they wanted to improve that they had identified at the beginning of the Kaizen (or whatever the check-in was).*1 When the last person has spoken, give your thanks and appreciation to the team for the work they have done. Celebrate!
One-Day KAIZEN - Design Notes

Notes: *1. Referring Ps back to their initial check-in serves two purposes: first, to see if and how well they feel they accomplished / addressed what they wanted to and second, it brings the process fullcircle.

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Adjourn the Kaizen. Comments:

+ 2 Weeks + 30 Days

CI-P & Client Follow-Up

Key Ideas: 1) Improvement Process is continual.. 2) Identification of learnings as a CI-P. 3) Ongoing availability of BTC support. Purpose: Resources: To support the sponsor and manager to follow-up with the Kaizen team to assure implementation and removal of barriers. Elicit feedback from the client to the practitioner on what went well and what developmental feedback the client has for the practitioner. Close the contract or re-contract. Methodology: Within two weeks of Kaizen, meet with the Sponsor and Manager. - Review outcomes to date from the team - Elicit what is working well and what the Sponsor or Manager may need for support. If needed, facilitate feedback between the Sponsor and the Manager. - Schedule any follow-up. - Ask for feedback as a practitioner Is there any feedback you would like to give me that could improve my work as a practitioner or the way we have worked together? Ask if there is anything they need from you to support their 30, 60, and 90-day (and beyond) follow-up, and with Department Director/Leadership/Steering committee? Be very specific about reviewing their change action items and ask how BTC could support them in knowledge/skills for completion. And identification of any additional improvement efforts needed. Review your contract and give appreciation. Comments: Notes:

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Within 2 Weeks

Document & Communicate

Key Ideas: 1) Plan implementation and sustainment are the responsibility of the improvement team. 2) Reflection and integration of learnings as a CI-P. Purpose: Resources: Document and communicate work in order to share and track system improvements and increase learning for the community of practitioners and others beyond. Methodology: Within two weeks of the Kaizen, develop and hand over maps, plan, a summary of results in an A3 and narrative format (including electronic and hard copy), and other relevant materials to the whole team, including the Sponsor and Manager.*1 *2 *3 Provide copies to BTC, other relevant managers, and the Commissioners Office. Reflect on learnings and bring highlights to CI-P Clinical for expanded learning. Notes: *1. The CI-P, when done with them, should hand over the actual hands-on maps, plan, and A3 to the Sponsor/Manager. The team can use these, for example, in their work area for visual impact and to show others the work the team has done. *2. In addition, the CI-P should develop and hand over electronic drafts of the maps, plan, A3, and any other relevant materials. These electronic versions are important to the team for being able to share this information more broadly as well as being a matter of record and reference. Remember, it is not either hands-on or electronic versions. It is both. *3. Both are owned by the team members to amend and update as they choose and as needed. This work is their responsibility, not the CI-Ps. The CI-P needs to be very careful to remember this and not confuse his/her role.

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One-Day KAIZEN - Design Notes

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State of Maine -- Bend the Curve

Celebrate!

One-Day KAIZEN - Design Notes

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