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CI Steering Committee Retreat 2017CISC 2017 Proposals
Caroline XAmy X
Bobby XNicole XAngie XSeth X
Julieanne XTiti X
Gerry Cronin
CW
Agenda
• Review Lean Knowledge Survey results
• Review CISC Retreat Process
• Review CISC Proposal(s) for 2017
CW
Lean Knowledge Survey2015 vs 2016
FY2016 BSC Goal:9 Terms; Practical & Measurable
FY2016 CISC Goal:10 Terms; Practical & Measurable
CW
MODEL
Definition, Application & PurposeVisual Control
Video, Game, or Team-Based Activity Simple Survey
Real Life Examples
Voice of the CustomerVOC
DefinitionVoice of the Customer (VOC) is a process used to capture and
understand customer expectations and needs in order to provide the highest quality product at all times. The process should be proactive to meet real-time changing needs of the customer. It can be captured through interviews, surveys, focus groups, requests, observation, or suggestion/complaint logs.
ApplicationEvery CCM employee is expected to politely greet customers when
appropriate and respond in a timely manner to questions, requests, concerns, and, yes, even complaints. Our primary customers are the Principle Investigators (PI) and research staff.
CCM’s Customer Service Hoshin Team passively tracks customer feedback monthly at the leadership level. Analyzing this data allows CCM to react, understand, and identify areas to continuously improve the customer experience.
Housing Space,Facility Access,Where are my
cages???
PurposeUnderstanding the VOC, assists CCM in reducing Non-Value Added
services and increasing Value Added services. Ultimately this contributes to the CCM mission to “provide reliable, affordable, and responsive laboratory animal care and research services in pursuit of scientific knowledge and medical breakthroughs”.
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CCM TV…BREAKING NEWS
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•Continuous Improvement
•Voice of the Customer•VA/NVA
•8 Wastes
•Andon
•Affinity Diagram
•PDCA
•5S
•Standard Work/SOP
•MRS & Kanban
•TEE
How long have you worked here?
Facility - RAS, RAT, BFT, TL
18%
12%
10%
7%10%
42%
Years at CCM 2015
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
n=99
22%
17%
9%7%
12%
33%
Years at CCM, Facility Only2015
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
9%
8%
22%
9%6%
46%
Years at CCM2016
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
16%
11%
33%9%0%
31%
Years at CCM, Facility Only2016
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
n=55
n=114 n=64
BL
How well did everyone do?
Right, 84%
Unanswered, 5%
Wrong, 11%
Page 1: True / False2015
Right, 80%
Unanswered, 9%
Wrong, 12%
Page 2: Multiple Choice2015
Right, 89%
Unsure, 4%Wrong, 6%
Page 12016
Right, 90%
Unsure, 0%Wrong, 10%
Page 22016
Y/Y differenceRight: +6%U: -20%Wrong: -45%
Y/Y differenceRight: +13%U: -100%Wrong: -17%
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How well did everyone do?
Right, 43%
Unanswered, 40%
Wrong, 17%
Page 3A: Definition Match2015
Right, 79%
Unanswered, 17%
Wrong, 5%
Page 3B: Essay2015
Right, 69%Unsure, 9%
Wrong, 22%
Page 3A2016
Right, 89%
Unsure, 1%Wrong, 10%
Page 3B2016
Y/Y differenceRight: +60%U: -78%Wrong: +29%
Y/Y differenceRight: +13%U: -94%Wrong: +100%
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How well did everyone do?
58% 59%
72% 73%78% 77%
28% 26%
13% 13% 8% 13%13% 14% 14% 14% 13% 10%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
Years and All Questions 2015
77% 74%
84% 81%
95%
85%
11% 4% 3% 8% 1% 5%12%21%
13% 11% 4% 10%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 M - 6M 6 M - 12 M 12 M - 2 Y 2 Y - 3 Y 3 Y - 4 Y 4+ Y
Years and All Questions 2016
Total: 70% Correct; 17% Unanswered; 13% Wrong
Total: 82% Correct; 5% Unsure; 13% wrong
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2015 Facility Managers97%
0% 3%
92%
0% 8%
91%
2% 8%
95%
0% 5%0%
10%20%30%40%50%60%70%80%90%
100%R
ight
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Page 1 Page 2 Page 3A Page 3B
2016 Leadership Team95%
1% 4%
90%
0% 10%
90%
2% 8%
86%
0% 14%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong
Page 1 Page 2 Page 3 Page 4
True/False Multiple Choice Definition match Essay
True/False Definition matchMultiple Choice Essay
2015 Total: 94% Correct; 1% Unsure; 5% Wrong
2016 Total: 92% Correct; 1% Unsure; 7% Wrong
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Team Leads 201591%
1% 8%
97%
0% 3%
77%
19% 4%
93%
3% 3%0%
10%20%30%40%50%60%70%80%90%
100%
Rig
ht
Un
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Wro
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Page 1 Page 2 Page 3A Page 3B
Team Leads 201696%
0% 4%
99%
0% 1%
87%
4% 9%
96%
0% 4%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong
Page 1 Page 2 Page 3A Page 3B
True/False Multiple Choice Definition match Essay
True/False Multiple Choice Definition match Essay
2015 Total: 88% Correct; 7% Unsure; 6% Wrong
2016 Total: 94% Correct; 1% Unsure; 5% Wrong
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RAS and RAT 2015
79%
7% 14%
72%
14% 14%23%
55%
22%
70%
25%5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%R
ight
Un
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d
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Rig
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Rig
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Page 1 Page 2 Page 3A Page 3B
86%
6% 8%
88%
0% 12%
55%
12%
33%
91%
2% 7%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong Right Unsure Wrong
Page 1 Page 2 Page 3 Page 4
RAS and RAT 2016
True/False Multiple Choice Definition match Essay
True/False Multiple Choice Definition match Essay
2015 Total: 60% Correct; 24% Unsure; 16% Wrong
2016 Total: 77% Correct; 7% Unsure; 16% Wrong
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18%
42%9%
31%
Low Impact; High Effort
High Impact; Low Effort
Low Impact; Low Effort
High Impact; High Effort
73% Lean Terms & Games“High Impact”
AH
Summary
It appears that correct responses in all categories to the Lean Knowledge Survey improved between 2015 to 2016*.
*Potential contributing factors may include:
• 2016 CISC BSC 10-term initiative
• Monthly Lean Discussion Standard Work
• Knowledge Survey re-takers
• P/S Boards (Hoshin team initiative)
• All-Hands Meeting Lean Games & Activities
AH
CISC Retreat Agenda• W. Edwards Deming videos
– Continuous Improvement is all about People
– We must create opportunities to find “Joy” in work
• Simon Sinek video (Prework)
– Focus on the “Why”
• GBMP Lean Assessment 2013 (Prework)
– Education; internal vs external
– Progress: Lean handbook, NET, Practical, PSBs
• CISC Mission Statement videos– What, how and why
• Reverse Fishbone Diagram– Leverage attributes to accomplish CISC Mission
TL
“A bad process will beat a good worker
every time”
TL
“People are entitled to
JoyIn their work”
W. Edwards Deming
Potential Countermeasures to Close Gaps (2015)“Keep our employees in the facilities”
1. Develop “Lean Handbook” reference guide for facilities– Approachable: Scrub Japanese terms– “Make the Lean Handbook Live”– Develop Standard Work to support the Lean Handbook– Add Video enhancements
2. Re-tool New Employee Training– Insert Lean at the beginning of On-Boarding (Julieanne Brandolini)– Investigate alternative training methods (Videos / Healthstream / Outside resources)– Develop a Training Matrix / Checklist
3. Lean training needs to be more practical– Less conceptual/abstract; more hands-on– Problem-Solving Boards
4. Launch Idea Generation Boards in all departments– 2014: 1.6 ideas per employee– Involve the entire team in teaching & reinforcing concepts
5. Employee recognition program– Recognize Idea generation & Problem-Solving– Q12 as a barometer
6. Employee Review Process– Reinforce “Lean as a requirement of my job”– Job Description Review
7. Leadership Standard Training– Appropriate for all roles– Develop LT trainers / mentors
8. Leadership Standard Work to Support Culture– Develop for all levels of LT
TL
Problem Solving Boards
10 Terms &Games
LeadershipStandard
Work
ToolsPS Sheets
5S, O-Cards
Science Fair
CCM Reputa
tion
What you want to
accomplish
60 Term Handbook
New Employee Training
PracticalNot
Conceptual
Employee Recognition
LeadershipTraining
MissionStatement
Lean Program Attributes(From GBMP Assessment, Leadership Walk Development Team & CI Steering Committee)
ProgramAttributes
TL
Lean Program Attributes(From GBMP Assessment, Leadership Walk Development Team & CI Steering Committee)
• Round 11. 10 terms & games
2. Leadership training
3. Leaders Standard Work
4. 60-Term handbook
5. Problem-Solving Boards
6. Tools (PS Sheets, O-Cards)
7. Science Fair
8. Employee recognition
9. Practical not Conceptual
10. New Employee Training
11. CCM reputation
• Round 2
1. Training
2. Leaders Standard Work
3. New Employee Training
4. Team recognition
5. Problem-Solving Boards
6. Communication & Transparency (connections)
SH
Round 3: Priorities
1. Problem-Solving Boards (5 votes)
2. CISC Communication & Transparency (2 votes)
3. Team Recognition (1 vote)
4. Leaders Standard Work
SH
2017 Proposals:“To promote/facilitate an innovative continuous improvement culture by empowering you to be the best in the industry”
Develop Recommendations to improve the Problem-Solving Boards in one or more of the following ways: – Promote Themes to stimulate activity
• ie: International Idea Generation Month (March)• National Safety Month (June)• 10-terms
– Improve LSW• Enforce FM & CD LSW• Include LSW for Admin/ES/VS
– Team Recognition• Determine what we should we recognize relative to PSBs
– Develop a Lean /CI “Tool Box”• Front-line staff/Team training/Admin/VS/ES
– Track results:• Focus on Quality as opposed to quantity
– Help Admin/VS/ES with PSB model that work better for them. • Standardization with Customization
– Continue to make the CI learning FUN
SH
Appendix: 2017 Priority Proposals
Problem-Solving Boards• Track Results; see if there has been
improvement (# of ideas)• Next Steps: Recognition• Training created for it?• Include in monthly Training Calendar• X4: Tool Kits: Promote lean terms /
Problem-solving• Create Lean “tools” similar to Lean Terms• Revive 60 Terms Handbook• Maintain 10 Terms• Continue the FUN & Learning• LSW to support the PSBs that we actually
follow• Get CISC into facilities for hands-onb training
& support• More practical standards for Admin, ES, VS• Lean Tool Training (CISC > TLs)• X2: Themes: Idea generation Month• Back Fill 5S Training• PSB Horizontal Share Ideas Database?
Communication & Transparency• Increased communication
between SLT, Mgrs, VS, RAS• Monthly email updates or more
meetings• Make sure everyone fully
understands WHY something is being implemented.
• Get & listen to / act on feedback• Use of PS Tools at al levels• Poll RAS/TLs on gaps from mem
& Leadership• Program management software
Appendix: 2017 Priorities
Team Recognition• X2: CISC Newsletter• Involve more on outside tours• CCMTV Recognition after PSB visits• Believe monthly team recognition• FMs nominate teams• “Lean champions”• Involve outsiders to contribute to ideas to
CISC• Invite others to CISC meetings• Highlight achievements / accomplishments• Show off Teams completes problems• CCMTVs• Allow others to steal• PS Board Recognition process• Travel to different boards
– Leave notes– Take pictures– Post on CCMTV
Leaders Standard Work• Campus Dynamics!!!• Develop SW to areas where we have gaps• Develop a FM handbook
LT Training• Formal training for Leadership & CISC
New Employee Training• Insert 10-Terms in On-Boarding• Make sure new trainings get back-filled to
new employees• Insert Lean gemes into Monthly Trainingds