Post on 12-Jul-2015
Problem Solving: The P in PDSA
Webinar January 6, 2015
Welcome to all from across the globe!
VSM Awarded 2015 Shingo Prize!
© 2015 The Karen Martin Group, Inc. 3
Join our week-long celebration February 1-7!
www.ksmartin.com/VSM
We help clients in all industries adopt Lean management & achieve business performance improvement.
Teacher at University of California, San Diego
Author & Speaker: Karen Martin, President
The Karen Martin Group, Inc.
www.ksmartin.com
4 www.ksmartin.com/subscribe
2013 Shingo Prize winner!
PDSA – Big and Small
© 2015 The Karen Martin Group, Inc. 5
A3 Management
6
Problem Countermeasures / Implementation Plan- �32% of customers dissatis fied with office space cleanl ines- 80% of emergency service requests are to wrong contact - Standard work for restroom cleaning
- Standard work checklist for non-routine items- Service levels vary by bui lding - Standard process for measuring & mixing chemicals- 10% of da i ly s taffing ava i lable i s a l located to travel/check in time - Restroom cleaning log
- Standard facil ity service plan (Plan A & Plan B)
Current Condition - Modify & standardize process for unplanned absences- 31 Facil ity areas require custodial services - Modify starting points and schedules to reduce transportation waste
- Evaluate fleet availabil ity to reduce waiting waste
Effect Confirmation
Target Conditions/Measurable Objectives- 80% Daily staffing availabil ity- 50% Improvement - customer satisfaction with restroom cleanliness- Defined standard work (for custodial staff and customers)
Follow Up Actions
Root Cause & Gap Analysis- Undefined level of service (office parties, special events)- No defined process for unplanned absences (call ing in, redistribute work, etc.)- Inconsistent availabil ity of communication tools (vary by building)- No defined process for requesting/responding to emergencies- Variation in cleaning schedules versus facil ity operating schedules- Unpredictable daily staffing- Travel time + Check in Time = 16.00 hrs/day = 2 FTE- Customer requested personalized service (newspaper delivery, parties, trash)
CUSTODIAL SERVICESA3
Plan Do, Check, Act
- 22% of customers dissatis fied with restroom cleanl iness
8%
20%
8%14%
17%
33%
0%5%
10%15%20%25%30%35%
Phone Callto
Custodian
Phone Callto CustodialSupervisor
Phone Callto Custodial
Manager
Phone Callto PublicWorks
Dispatch(x6000)
Emai l NotifyCustodial
Staff On Site
Survey: When you require emergency services, how do you request them?
32%
22% 19% 18%
6%
0%
10%
20%
30%
40%
Office Spaces Restrooms CommonAreas
Overall ConferenceRooms
Survey: Custodial Services - Areas of Dissatisfaction
Travel/ Check In Time
16.00 10%
Absent Staff 24.00 15%
Vacancies 24.00 15%
Special Events2.00 1%
Staff Available94.00 59%
Daily Staffing Availability(Hours)
41% of daily staffing is
unavailable for custodial tasks
Title # Staff Hrs/Wk Hrs/Day
Lead Custodian 4 160 32
FT Custodian 8 520 64
FT Custodian (Vacant) 2 80 16
PT/Perm (avg 30 hrs each) 3 90 24
PT/Temp (avg 20 hrs each) 3 60 24
Total 20 910 160
Current Actual Result
State (+ 60 days)
Customers dissatis fied with restroom cleanl iness 22% <10%
Avg minutes per restroom cleaning 35 30
Avg hours per day cleaning restrooms (184 restrooms) 107 92
Dai ly s taffing ava i labi l i ty 59% 80%
Dai ly travel/check in time (hours/day) 16 8
Travel mi les per day 139 <70
Metric Projected
Remaining Actions Owner 1 2 3 4 5 6 7 8 9 10 11 12
Explore options to improve cell phone availability Mark R.
Define process for requesting and responding to emergencies Custodial Supvs
Equip carts for recycling Mark R.
Process mapping for specialized facilities Mark R.
Standardize Cart Equipment & Supplies Custodial SupvsProcess improvement for other facility types, e.g. offices, common areas, etc.
Mark R.
Consider alternative staffing models (floaters, modified shifts) Mark R.
Actively manage vacancies Mark R.
Implementation Schedule (Months)
• Report reflects the thinking; serves as conversation tool
• Problem owners learn
disciplined problem-solving by working with a skilled coach
© 2015 The Karen Martin Group, Inc. 7
Purpose of A3 Reports
• Communicate progress
• Deepen understanding
• Build consensus • Spread learning • Reduce resistance
to change
8
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize
Stabilize
PhaseNew
Problem
Adjust
Adjust
Often 50-80% of the total
time
Adopt Adapt
Abandon
9
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize
Stabilize
Phase
Nailing the Plan stage of PDSA is the most
important element in the entire cycle.
The Nature of
10
At times…perplexing, confounding, frustrating, and taxing
Investigation Takes Many Forms
11
P/U
AFrame
Power Pole
o st g Up Spag ett ag ae o e a e t p o e e ts
st ated d sta ce a ed du g g Up 3095 tag a o o s t e oo a d a d does ot c ude o g t e a e
g Up e 90 utes
Water
12
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize
Stabilize
Phase
Iterative Problem Definition &
Scoping
13
Truth Truth Truth Truth Truth Truth Truth
CLARITY 14
15
© 2015 The Karen Martin Group, Inc. 16
1. Define and Breakdown the Problem • Example: “Data integrity problem”
– Says who? What are they saying SPECIFICALLY? Go interview!
– Are we talking about inaccurate data, missing data, incomplete data, data in wrong location, similar but slightly different data stored in different locations, incorrect conclusions about accurate data, or…?
• Example: “No control of refrigerant inventory (controlled substance)”
– Is this true in all locations? All types of refrigerant?
– Is physical inventory quantity higher, lower, or both when compared to computer numbers?
© 2015 The Karen Martin Group, Inc. 17
Problem Definition: Clarify, Qualify, Justify, Quantify
1. Is the problem clear and focused or vague and diffuse?
2. Why is this a problem? 3. How do we know it’s a problem?
What evidence or proof exists? 4. How big is the problem? 5. Which aspect of the problem are
we going to address?
© 2015 The Karen Martin Group, Inc. 18
Example: Iterative Problem Definition
1. Lack of a patient-centered care culture 2. Improve the patient experience 3. Reduce nursing turnover
19
2. Grasp the Current Condition • Understand the
details behind the problem.
• Options – OBSERVATION – Interview – Data analysis – Video analysis – Document review – Value stream or
process mapping, – Etc.
© 2015 The Karen Martin Group, Inc. 20
3. Set a Target Condition • Describe the future. How does “better” look
and feel? • From/to: “If not this, then what?” • Must be measurable
– Surveys enable you to convert anecdotal feedback into quantifiable data
• Should stretch the organization/team/problem owner (improvement is largely a mind game)
• Level of aggressiveness depends on : – Urgency – Timeframe – Available resources – Consensus around the problem – Degree of focus
© 2015 The Karen Martin Group, Inc. 21
4. Conduct Root Cause & Gap Analysis • What’s stopping you
from performing at the target condition NOW?
• Consider all obstacles: – Physical / Environmental – Mechanical – Process-related – Psychological / cultural – Resource-related
CauseCause--andand--Effect DiagramEffect Diagram
Machine Measurement Environment
People Material / Info Method
Budgets Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule
Machine Measurement Environment
People Material / Info Method
Budgets Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule
5 Why’s Why?
Why?
Why?
Why?
Why?
© 2015 The Karen Martin Group, Inc. 22
5. Identify Potential Countermeasures • Standard work • Quality at the Source
/ Error proofing • 5S / Visuals • Pull systems
• One-piece flow • FIFO lanes • Kanban
• Cells / co-location
• Level loading • Work/line balancing • Batch size reduction • Setup reduction /
changeover • Work segmentation • Autonomation • Cross-training / multi-
functional workers
© 2015 The Karen Martin Group, Inc. 23
Problem Owners/Teams have to work with a seasoned Coach!
© 2015 The Karen Martin Group, Inc. 24
Karen Martin, President 858.677.6799
@karenmartinopex
Blog & newsletter: www.ksmartin.com/subscribe