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KAIZEN implementationSmall KAIZEN and Large KAIZENKAIZEN Training of Trainers2015KAIZEN Facilitators’ GuidePage to .
Objectives of the sessionAt the end of the session, trainees are able to:1) Understand what is KAIZEN2) Understand what is “problem” and levels ofproblem3) Understand “Small KAIZEN” and LargeKAIZEN4) Understand how to practice Small KAIZENand Large KAIZEN5) Understand outline of Small KAIZEN1
What is “Problem”?Desired/Ideal statusGap(s)e.g. This house was supposedto built in 6 monthsProblem(s)Actual situatione.g. 6 months passed butnot yet completedDifference/Gap between “Desired status” and“Actual /current situation” is “problem(s)”2
What is “Problem”?“Filling the gap (solving problem)”KAIZENDesired/Ideal statusbest practices,professional standards orexpected goal in hospitalservice provisionActual situationClarifying ideal situation can help you toidentify problems in your working place3
Level of problems/issues– level of KAIZENVery fewLarge issuesManagement levelof KAIZEN needed10%Few mediumissuesLarge KAIZENneeded30%Many smallissues60%Small KAIZENneeded4
What is “KAIZEN”?改善KAI ZEN“Change” & “Improvement”IIChange for the better “KAIZEN” is aproblem solvingprocess forachieving a TotalQuality Managedhospital It is repetitive(continuous)possible changes onyour way of working5
Where KAIZEN is practiced?PhysiotherapyOutpatient servicedepartmentKitchenOperating TheaterEngineering al SchoolsPharmacyLaboratoryAnswer is Everywhere in a hospital“Hospital-wide activity”Store6
Who practices KAIZEN activities? Hospital services are providing in allhospital areas Only nurses are practicing KAIZEN?NO!! Only laboratory staff are practicingKAIZEN?Answer is Everybody in a hopsital practiceKAIZEN activities7
When KAIZEN is practiced? Recommended period to finish oneKAIZEN cycle is 6 months However, KAIZEN activities are practicedin this 6 month only?Answer is Everytime to provide hospital services tointernal and external clients8
Target of KAIZEN The target of “KAIZEN” is your work, notothers’ Dissatisfaction, complains to the currentsituation, complains about people are notfit to be the KAIZEN theme because it isbased on “negative attitude” KAIZEN theme must be based on positivewishes of workers such as “we would liketo be/do ”9
Differences betweenlarge and small problemsLarge problemSmall problemContributing factor 2Contributing factor 3Contributing factor 1Contributing factor 4“Large problem” is composed ofseveral “contributing factors”Small problem is simplecomposition. Not complicatedKAIZEN Process (QC story)Small KAIZEN10
Different level of “KAIZEN”Large KAIZEN(KAIZEN Process - QC story)Large problem, Medium problemTargetPeriod ofimplementationProcess ofimplementationPersons inchargeType ofrecordSmall KAIZENSmall problemNeed certain time(one KAIZEN cycle is maximum 6months)1) Identify problems2) Collect baseline data3) Identify causes4) Come up with possiblemeasures5) Implement measures etc.All section staffShort time(Few minutes – less than onemonth)1) Identify problems2) Come up with the solutions3) ImplementRecords according to QC storyGood practice sheet, SmallKAIZEN sheetAll section staffKey question is “can you come up with the solutions immediately?”11
Small KAIZEN12
Small KAIZEN Quick and easy KAIZEN Small KAIZEN helps to– eliminate or reduces waste– promotes personal growth of employees and theorganization– serves as a barometer of leadership Implementing health workers’ ideas as smallchanges can be done by the worker him/herselfwith very little investment of time13
Process of Small KAIZEN The idea is very easilyimplemented without anyagreement.Immediately solved issuesQuickly improved!!Implement theideas/solutions Find problems,wastes oropportunities forimprovementSmall KAIZENsheetKAIZENsuggestionboardWIT file etc.Record activitiesand share withother staff and QITCome up withideas forimprovementDiscuss the ideaswith supervisorand WITAgreementRealization etc.14
KAIZEN Suggestion BoardKAIZENsuggestionsTo DoDoingDone15
How to use KAIZEN suggestion board Write your idea on small paper and stick it when you comeup with ideas for improvement Move the paper to “TO DO” when supervisor or WIT arediscussing Move the paper to “Doing” when you are practicing theideas after agreement from the supervisor or WIT Move the paper to “Done” when you complete the ideas 16
Examples of KAIZEN Suggestion BoardMbeya Zonal Referral HospitalSingida Regional Referral Hospital17
Example of Small KAIZENSmall KAIZEN was done by gardeners in the hospital by recycling discardedclean infusion set for water supply for plants.18
Example of keeping Small KAIZEN19
Small KAIZEN isoverlaps with 5S activities Examples:– Waste bin color coding toprevent mix-up of medicalwastes– Labeling on switches to saveenergy– Visual control to preventstock out or improveinventory– Proper numbering to shortenretrieve patient files20
Large KAIZEN21
KAIZEN Process (QC story) Basic procedure for solving problemsscientifically, rationally, efficiently andeffectively– remove barriers– reduce wastes One cycle of KAIZEN activities takes maximum6 months Composed by seven (7) steps22
KAIZEN ProcessSolving problems at working place,and improve situation and conditionStep 7: Standardization of effective countermeasuresStep 6: Check effectiveness of the countermeasuresStep 5: Implementation of the identified countermeasuresStep 4: Identification of countermeasureStep 3 Root cause analysisStep 2: Situation analysisStep 1: Selection of KAIZEN ThemeDetails of each steps will beexplained later, followed bylectures and practice sessions23
PDCA cycle and “KAIZEN”Step 7:StandardizationImportant is “continuous improvement“Do not stop here after ACT.Step 1:KAIZEN themeselectionActStep 6:Check effectivenessCheckPlanStep 2:Situation analysisStep 3:Root cause analysisDoStep 4:Identification ofcountermeasuresStep 5:Implement countermeasures24
InnovationNewstandardMaintenanceAfter the innovation(Actual)NewstandardMaintenanceAfter the innovation(Actual)InnovationInnovationDramatic but25intermittent progress
KAIZENPlusInnovationNew standardMaintenanceInnovationNew standardKAIZENImprovement withmaximumutilization ofavailable resourcesMaintenanceInnovationDesirable progress by combination of twoopposing approaches26
Tips for KAIZEN Share of ideas and good/best practiceswithin the hospital, and adopt the practiceseverywhere in the hospital Integrate everyone's image Don’t blame other’s opinions (No blamingculture) Do what you can do with maximum utilizationof existing resources27
Thank you for listening!
KAIZEN sheet. Key question is “can you come up with the solutions immediately?” 11 . Small. KAIZEN . 12 . Small KAIZEN Quick and easy KAIZEN Small KAIZEN helps to – eliminate or reduces waste – promotes personal growth of employees and the organizationFile Size: 1MB
