KAIZEN implementation
Small KAIZEN and Large KAIZEN
KAIZEN Training of Trainers
2015
KAIZEN Facilitators’ Guide
Page __ to __ .
Objectives of the session
At the end of the session, trainees are able to:
1) Understand what is KAIZEN
2) Understand what is “problem” and levels of
problem
3) Understand “Small KAIZEN” and Large
KAIZEN
4) Understand how to practice Small KAIZEN
and Large KAIZEN
5) Understand outline of Small KAIZEN
2
What is “Problem”?
Desired/Ideal status
Gap(s) e.g. This house was supposed
to built in 6 months
Problem(s)
Actual situation Difference/Gap between “Desired status” and
e.g. 6 months passed but “Actual /current situation” is “problem(s)”
not yet completed
3
What is “Problem”?
“Filling the gap (solving problem)”
KAIZEN
Desired/Ideal status
best practices, professional
standards or expected goal
in hospital service provision
Actual situation
Clarifying ideal situation can help you to identify
problems in your working place 4
Level of problems/issues
– level of KAIZEN
Very few Management level
Large issues of KAIZEN needed
10%
Few medium Large KAIZEN
issues needed
30%
Many small Small KAIZEN
issues needed
60%
5
What is “KAIZEN”?
• “KAIZEN” is a
problem solving
改善 process for achieving
a Total Quality
KAI ZEN
“Change” & “Improvement”
Managed hospital
• It is repetitive
II
Change for the better
(continuous) possible
changes on your way
of working
6
Where KAIZEN is practiced?
Outpatient service
Physiotherapy department
Kitchen
Operating Theater
Engineering department
Laundry Wards
Sterilization
Department Medical record
department
Mortuary
Administration
X-ray offices
Schools
Pharmacy
Store
Laboratory Answer is …
Everywhere in a hospital
“Hospital-wide activity” 7
Who practices KAIZEN activities?
• Hospital services are providing in all hospital
areas
NO!!
• Only nurses are practicing KAIZEN?
• Only laboratory staff are practicing KAIZEN?
Answer is …
Everybody in a hopsital practice
KAIZEN activities
8
When KAIZEN is practiced?
• Recommended period to finish one-KAIZEN
cycle is 6 months
• However, KAIZEN activities are practiced in
this 6 month only?
Answer is …
Everytime to provide hospital services to internal
and external clients
9
Target of KAIZEN
• The target of “KAIZEN” is your work, not
others’
• Dissatisfaction, complains to the current
situation, complains about people are not fit to
be the KAIZEN theme because it is based on
“negative attitude”
• KAIZEN theme must be based on positive
wishes of workers such as “we would like to
be/do……”
10
Differences between
large and small problems
Large problem Small problem
Contributing factor 2
Contributing factor 3
Contributing factor 1
Contributing factor 4
“Large problem” is composed of Small problem is simple composition.
several “contributing factors” Not complicated
KAIZEN Process (QC story) Small KAIZEN 11
Different level of “KAIZEN”
Large KAIZEN Small KAIZEN
(KAIZEN Process - QC story)
Target Large problem, Medium problem Small problem
Period of Need certain time Short time
implementat (one KAIZEN cycle is maximum 6 (Few minutes – less than one month)
ion months)
Process of 1) Identify problems 1) Identify problems
implementat 2) Collect baseline data 2) Come up with the solutions
ion 3) Identify causes 3) Implement
4) Come up with possible measures
5) Implement measures… etc.
Persons in All section staff All section staff
charge
Type of Records according to QC story Good practice sheet, Small KAIZEN
record sheet
Key question is…
“can you come up with the solutions immediately?” 12
Small KAIZEN
13
Small KAIZEN
• Quick and easy KAIZEN
• Small KAIZEN helps to
– eliminate or reduces waste
– promotes personal growth of employees and the organization
– serves as a barometer of leadership
• Implementing health workers’ ideas as small changes
can be done by the worker him/herself with very little
investment of time
14
Process of Small KAIZEN
• The idea is very easily
implemented without any Quickly improved!!
agreement. Implement the
• Immediately solved issues • Small KAIZEN
ideas/solutions sheet
• KAIZEN
suggestion
board
!!
• WIT file etc.
Record activities
Find problems, Come up with and share with
wastes or ideas for other staff and QIT
opportunities for improvement
improvement
Agreement
Discuss the ideas Realization etc.
with supervisor
15
and WIT
KAIZEN Suggestion Board
KAIZEN
suggestions To Do Doing Done
16
How to use KAIZEN suggestion board
Small
KAIZEN
• Write your idea on small paper and stick it when you come up
with ideas for improvement
• Move the paper to “TO DO” when supervisor or WIT are
discussing
• Move the paper to “Doing” when you are practicing the ideas
after agreement from the supervisor or WIT
• Move the paper to “Done” when you complete the ideas 17
Examples of KAIZEN Suggestion Board
Mbeya Zonal Referral Hospital Singida Regional Referral Hospital
18
Example of Small KAIZEN
Small KAIZEN was done by gardeners in the hospital by recycling discarded clean
infusion set for water supply for plants. 19
Example of keeping Small KAIZEN
20
Small KAIZEN is
overlaps with 5S activities
• Examples:
– Waste bin color coding to
prevent mix-up of medical
wastes
– Labeling on switches to save
energy
– Visual control to prevent stock
out or improve inventory
– Proper numbering to shorten
retrieve patient files
21
Large KAIZEN
22
KAIZEN Process (QC story)
• Basic procedure for solving problems
scientifically, rationally, efficiently and effectively
– remove barriers
– reduce wastes
• One cycle of KAIZEN activities takes maximum 6
months
• Composed by seven (7) steps
23
KAIZEN Process
Solving problems at working place,
and improve situation and condition
Step 7: Standardization of effective countermeasures
Step 6: Check effectiveness of the countermeasures
Step 5: Implementation of the identified countermeasures
Step 4: Identification of countermeasure
Step 3 Root cause analysis
Step 2: Situation analysis Details of each steps will be
explained later, followed by
Step 1: Selection of KAIZEN Theme lectures and practice sessions
24
PDCA cycle and “KAIZEN”
Step 7: Important is “continuous improvement“
Standardization Do not stop here after ACT.
Step 1:
Act KAIZEN theme
selection
Step 2:
Check Plan Situation analysis
Step 6:
Check effectiveness Step 3:
Root cause analysis
Do Step 4:
Identification of
countermeasures
Step 5:
Implement countermeasures
25
Innovation
Maintenance
New
standard
After the innovation
(Actual)
Maintenance
New
standard
After the innovation Innovation
(Actual)
Dramatic but
Innovation intermittent progress26
KAIZEN New standard
Plus
Innovation
Maintenance
Innovation
New standard
KAIZEN Improvement with
maximum utilization
of available
resources
Maintenance
Innovation Desirable progress by combination of two
opposing approaches 27
Tips for KAIZEN
• Share of ideas and good/best practices within the
hospital, and adopt the practices everywhere in
the hospital
• Integrate everyone's image
• Don’t blame other’s opinions (No blaming
culture)
• Do what you can do with maximum utilization of
existing resources
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Thank you for listening!
