implementing process improvement methodologies in your organization cbbs

Implementing Process Improvement Methodologies in

Your Organization: Where to Start and What to

Expect

Tracy Cummings, Performance Improvement Specialist Blood Centers of the Pacific

3/2/2013

ObjectivesO Discuss considerations around selecting a process

improvement (PI) methodology for your organization

O Understand project selection considerations

O Identify educational needs for staff

O Understand how to influence the organizational culture for long-term success

O Discuss ways of making continuous improvement “second nature”

IntroductionO Every organization operates

somewhere on the continuum of readiness for new process improvement activities.

O Once we have an organizational approach to process improvement, we have to make it “stick” and become part of our everyday work!

Which Approach is Best?O There are many established

methodologies for achieving desired results – you don’t need to start from scratch

O Only a few are listed here and there are strengths to all of them.

O My company has adopted a Lean Sigma approach.

Which Approach is Best?O There are many ways to kick off process

improvement in your organization, but you do need to have an organized approach – and the discipline and patience to stick with it.

O While it is helpful to have certified practitioners as resources, most tools are accessible to anyone willing to read up on them!

MethodologiesO Six Sigma

O Heavily data driven method that emphasizes the elimination of defects and reduction of variation in production.

O LEANO Production system that continuously identifies and

reduces wastes from processes (DOWNTIME)

O LEAN Sigma O A customizable hybrid approach incorporating elements

of both Six Sigma defect elimination and continuous reduction of waste.

MethodologiesO Just In Time

O Production system focused on reducing in-process and finished goods inventories and on reducing set-up/changeover times. Utilizes signals to initiate new work.

O Total Quality ManagementO Management philosophy that quality can be

controlled, and that processes, not people are the problem.

O This is not an exhaustive list

Commonalities Among the Methods

OAdherence to structureOAdherence to sound project

management principles (e.g. budget, scope, schedule)

OTeamwork, with teams reflective of all stakeholders

Commonalities Among the Methods

OToolboxesODefined phases or stages OFocus is on long-term,

continuous success and continuous improvement

OCustomer feedback is essential

Selecting a Methodology

O There are helpful tools in each – you can also draw on some or all to make a customized approach for your organization. However, remember to clearly define and stick to the approach selected. O Put in the time, and you will see results.O All of the above are proven methods.

Selecting a Methodology

O There’s no “right” answer. Some organizations try several before they find what fits best.

O A LEAN Sigma approach has been preferred in my organization, bringing together simple “waste reduction” sensibilities with metrics. Appeals to a broad range of individuals, from line staff to executives.

Selecting a MethodologyO Select the methodology that makes

the most sense for your organization, considering:O The strengths of the individuals in

your organizationO The overall size of projects you want

to tackleO Resources available

Selecting a Methodology

O Selecting one methodology (or a specific blend) may make it easier to brand your organization and bring employees together under one banner.

Educational Needs for Staff - General

O Once you’ve selected an approach, give all staff the opportunity to understand, at least in general terms, what is happening and the overall goals.O This can be simply an awareness

introduction to whatever methodology is selected, i.e. What is LEAN?

Educational Needs for Staff - General

O When staff are aware of the general project framework, and the type of work they may see happening in their areas, while clearly understand the goals, they will be more willing to be a part of the change.

O Set realistic expectationsO Change will not happen overnight!

Educational Needs for Staff - General

O Staff who are not informed may be resistant to coming changes. Staff education is critical.

O Worst case: Sabotage, poor attitudes, apathyO Staff may think their participation will

actually worsen their situation.O Solicit input from the most resistant

individuals when best deciding how to roll out changes.

Educational Needs for Staff – General

O Staff should be alerted what to expect as PI implements.O Their processes may be observed by

project team members. Provide assurances that it is the process, not individual performance, that is being evaluated

O Process improvement efforts are not intended to displace them.

O Their participation is valued and critical!

Educational Needs for Staff – General

O Staff should be able and encouraged to provide their ideas to teams regarding current “pain” and offer suggestions and perspective.O People who do the process often

offer the best ideas for improvement!

O Make sure that staff understand that their suggestions are valued.

Educational Needs for Staff – General

O Implementing a process improvement strategy may mean implementing a new vocabulary.O Commonly used terms (phase

definitions and other content come to mind, e.g. Six Sigma “DMAIC”).

O Ensure resources to help staff interpret charts for posted data.

Project SelectionO Consider a formal process for project

selectionO Are projects selected based on specific

metrics or indicators?O E.g. decreased performance could

trigger a projectO Are projects approved by a

committee?O Are projects prioritized by regulatory

risk?

Project Selection

O By defining a process by which projects are selected, you can help ensure support from key management. O Consider Champion training for key

executives and management

Project SelectionO Projects should focus on areas where

customer needs are not being met. O Customers may be clients,

operational departments/staff, regulatory agencies, etc. There are many types of customers!

USE:• Survey results• Trends in sales or

production data• Inspection Results

Project SelectionO Focus first on those areas causing the

most “pain”, e.g. greatest dissatisfaction or waste.

O Tackle those areas where you are currently “working around” issues or dealing with patches!!

Project SelectionO Of areas with the greatest need for

improvement, select those that will have an achievable timeframe and can be delivered within a realistic budget.

O Choosing projects with achievable goals is critical to long term PI success and garnering support among both management and staff.

Note on Projects!ONot everything will rise to the

level of a full-blown project. Sometimes, a couple of people correctly using tools can solve issues within the framework of your organization’s chosen methodology!

ODon’t discount the results even if the activity is not a huge undertaking – celebrate them!

Project TeamsO Once a project is green-lit, select

teams with broad organizational representation.

O Usually, the team lead is someone with proven capacity to lead, but is not necessarily the “highest ranking” among the group.

Project TeamsO By selecting team leaders who are

not key management, the team members may feel more free to offer novel ideas.

O Additionally, this is a great way to recognize achievements among staff who may not be managers in their everyday jobs while offering them leadership experience.

Project TeamsOTeam leads should be skilled in

conflict management and encouraging participation among members.

OTeam leads should also have a demonstrable ability to keep team focused and on-schedule!

Project TeamsOTeam leads often act as

advocates for resources, and are charged with organizing and presenting information to show the project’s progress.

Project TeamsOTeams should include subject

matter experts, staff from affected departments and even staff with no direct ties to process, if possible.

OSome members may be ad hoc rather than permanent

Project TeamsOTeam members should have

defined rolesO Timekeeper, recorder, coach, etc.

OTeams should operate under agreed-upon ground rules that encourage positivity and participation from all members and address conduct and conflict resolution. Repeat these rules often.

Project TeamsOTeam members should solicit

input and feedback from the process owners and customers at every stage of the project.

OProject teams are not necessarily the stakeholders – often they are acting on their behalf!

Educational Needs for Teams

O Staff selected for project teams should have additional, specific, training on the tools they will use.

O Team members should have general understanding of the goals (and deliverables) of each phase of the project.

O Ideally, the use of the tools with examples should be demonstrated to the full team so questions may be asked and answered.

Creating a Culture of Continuous Improvement

O Early success is vital to gaining support among staff, and ensuring on-going management supportO It’s ok to go after “low-hanging fruit”

first!

O Adhering to sound project management principles, and reporting out progress at each stage, are critical!

Creating a Culture of Continuous Improvement

OCommunicating progress keeps stakeholders engaged and the teams accountable.

OConsider the forum for reporting progress. Establish an expectation and stick to it!

Creating a Culture of Continuous Improvement

O Examples:O Routine meetings where all teams

report out a concise summary of progress, inclusive of quick-hit success and challengesO You probably want to keep these short

and sweet, give highlights, not details unless specifically asked.

Creating a Culture of Continuous Improvement

OBulletin boards with graphical representations of project data in an area where all staff can see team progress are helpful. Visual representations of progress make the information more accessible.

Creating a Culture of Continuous Improvement

OCelebrate success!O Reward team members for their

contributions, as phases are closed

O Highlight the work of teams in improving specific metrics and broadcast widely across the organization (e.g. employee newsletters).

Creating a Culture of Continuous Improvement

ONot every project will result in resounding successOBe sure to acknowledge challenges

and pitfalls, while still recognizing the efforts of the teams

ODocument and use “lessons learned” going forward.

Creating a Culture of Continuous Improvement

OMake process improvement an organization-wide effort.

OBroadcast results to all shifts and all locations. Don’t leave out staff who work off-hours or who may not work at the main center(s).

Creating a Culture of Continuous Improvement

O Emphasize that organizational results impact us all, not just those involved in a particular operational or administrative process.

O Bottom-line results can be an indicator of how well we meet our organizational mission – in the end we want to see our PI results reflected here!

Creating a Culture of Continuous Improvement

O Ensure that PI is part of every day work. Create an environment where staff feel free to make suggestions about new projects and can and do provide insight into challenges.

O Attracting and encouraging a diverse range of staff to participate in projects will result in better results and help perpetuate PI success.

Creating a Culture of Continuous Improvement

O Process owners should post results, or review in routine meetings (e.g. department/shift meetings)

O All staff should have access to, and ownership of, key metrics.O More people are probably interested

than you think!O Make sure everyone can see the

progress

Creating a Culture of Continuous Improvement

O Make it clear that PI is never “done”. There is always a next project, and ways to improve upon what you’ve already done.O Keep “raising the bar” O Buoyed by past success, staff will

become more eager to participate in improvement.

Making PI “Second Nature”O Create metrics that are accessible to

all levels of staff. The more basic the charts, the better.O More complicated charts/data may be

presented as needed when reporting out to management

O Update posted metrics and goals frequently!O Give staff the reassurance that

changes are working and give them new (realistic) targets

Making PI “Second Nature”

O Set a good example by looking at new problems through the lens of your selected approach.O Some things will just be “fixes” which do not

require a project – that’s ok,. O But for more complicated problems,

champion your agreed upon approach and stick to it.

O Example: “O= fill rates are down this quarter. Is this problem a good candidate for PI?”

Making PI “Second Nature”

O Create an environment that rewards inclusion and involves employees from all areas.

O Rotate in as many staff as possible to your teams. Your greatest advocates for PI will be the staff who have participated in successful projects.

O All staff should have a voice and a way to submit ideas.

Making PI “Second Nature”

O Encourage management, subject matter experts and line staff to practice gemba, or to go to the work area and observe what is truly happening in the process!

Making PI “Second Nature”

O What we think is happening is not always the case.O Are previously implemented solutions still

being performed, and are they working? O Are there workarounds or obstacles in the

process?O Gemba gives an opportunity for

someone not engaged in the work to identify gaps, bottlenecks and other problems in production.

ConclusionsO Process improvement methodologies

are powerful tools for enacting meaningful changes. Make sure to select the approach that fits best with your organization

O Staff education, open communication, regular updates on project progress and on-going monitoring are crucial to successful implementation.

ConclusionsOSelect appropriate teams and

process improvement projects – the goal is improvement!

OShare progress and results, and celebrate success! Make PI a part of everyday work for all employees.

Questions?

Thank you!

Tracy Cummingstcummings@bloodcenters.org