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Management Seminar Around the world it is well known, that those organisations who are the greatest performers are those, who have well developed learning.

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Presentation on theme: "Management Seminar Around the world it is well known, that those organisations who are the greatest performers are those, who have well developed learning."— Presentation transcript:

1 Management Seminar Around the world it is well known, that those organisations who are the greatest performers are those, who have well developed learning systems and understand how to make production flow fast and efficiently

2 Leading a group of people (who, education, expirience etc.) Based on accepted values (ethics, moral) Respecting the Raison d’être Within the defined ressource limits (budget, financing) To achieve/reach/obtain (how) A common objective/goal/result (well defined) Making customers/clients/patients satisfied (how to know) Management

3 The UMSB Raison d’être We exist because The Bhutanese People wants to help those who are suffering from disease and disability ----to do so, the people has expressed its will to: 1.Provide Bhutan with highly qualified doctors, nurses and…. 2.Support the developement of evidence based medicine in all parts of Bhutanese healthcare a. research b. education c. any other knowledge transfer d. medical technology assessment e. innovation

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5 Deming’s PDCA-cycle

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7 Today I will speak about a management philosophy with focus on learning and flow based on respect for people LEAN

8 Continual improvements Respect for people Agreements / Standards/SOP’s Tact / reduction of variations Quality Directly on-time intervention. Remove causes of failures Flow Make your flows flow by tacting and conecting elements of the flow 2 The LEAN-house GOAL

9 Stop production so that production never has to stop

10 Respect for people The LEAN-Philosophy Is based on Respect for people. The moment of truth is the meeting with the student Our students are equal citizens All employees are important We respect principles of democracy We keep our promises We respect our collegues time

11 Continued Improvements llll Respect for people Continued improvements

12 Respekt för människan Directly on-time intervention. Remove causes of failures The LEAN-house – How to think and act in case of failures and deviations from our agreements??? Continued Improvements Tact / reduction of variations Agreements / Standards Quality Directly on-time intervention. Remove causes of failures

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14 Production stop problems need urgent intervention ANDON table Production running but with problems that need urgent Intervention

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16 Respekt för människan Agreements / Standards Agreement We.... Standard The LEAN-house– To agree on what is actually the best (procedure, technology, pedagogic principle, organisation etc....) Continued Improvements

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20 Respekt för människan Directly on-time intervention. Remove causes of failures The LEAN-house – How to think and act in case of failures and deviations from our agreements??? Continued Improvements Tact / reduction of variations Agreements / Standards Quality Directly on-time intervention. Remove causes of failures Three simple tools to support us in daily learning Satisfactometer 5 whys Fishbone analysis

21 Dissatisfied because Satisfied becauseResults w1 w2 w3 w4 w5 w6 Dr. Bent’s Satisfactometer

22 5 WHYS The 5 Whys is a simple but powerful problem-solving technique that allows you to dip below the surface level of a problem

23 1.Why did your car stop? - Because it ran out of gas. 2. Why did it run out of gas? - Because I didn’t buy any gas on my way to work. 3. Why didn’t you buy any gas this morning? -Because I didn’t have any money. 4. Why didn’t you have any money? - Because I lost it all last night in a poker game. 5. Why did you lose your money in last night’s poker game? - Because I’m not very good at “bluffing” when I don’t have a good hand.

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25 Problem Equipment Process People MaterialEnvironmentManagement factors Primary cause Secundary cause Fishbone Diagram

26 Affinity Diagram Management Working Environment Technology Providers Staff

27 Affinity Diagram Staff Management Working Environment Technology Providers

28 Affinity Diagram Staff Management Working Environment Technology Providers

29 Affinity Diagram Staff Management Working Environment Technology Providers

30 Affinity Diagram Staff Management Working Environment Technology Providers

31 Affinity Diagram Staff Management Working Environment Technology Providers

32 Affinity Diagram Own 5-why Staff Management Working Environment Technology Providers

33 Problem faktorer Fishbone Diagram LEAN land Ledelse Medarbejdere Arbejdsmiljø Teknologi Underleverandører Primær årsag Sekundær årsag

34 Now -let us focus on production flow. How do we make our flows flow ??? Learn how to use a flow-chart

35 Respekt för människan Make your flows flow by tacting and connecting elements of the flow Continued Improvements Agreements / StandardsTact / reduction of variations Quality Directly on-time intervention. Remove causes of failures Flow Make your flows flow by tacting and connecting elements of the flow

36 Respekt för människan The LEAN-house– Tact / reduction of variations Continued Improvements Tact / reduction of variations Agreements / Standards

37 Brain storm prior to the flow-chart drawing Big piece of plastic on the wall Post-it glued paper-labels Prior to admission In-hospital prior to operation During the operation After the operation 1.Put a big piece of plastic on the wall 2.Divide it into intervals as appropriate 3.Everybody involved in the proces describe their activity on a yellow post-it label and place it in relevant interval. One activity only per label 3. In the same way write down your problems (red) and questions (green) and place them on the plastic 4. If posible group all related actions and problems. It makes it much easier when you start drawing your flow-chart Just write these headlines With a white board pen or alike

38 Group Brain Storm prior to commencing the flow-chart drawing at Skåne University Hospital, Lund, Sweden

39 Flow chart from Dpt. Of Rheumatology, Lund Sweden

40 Doctor Nurse Adm. staff Lab technician Step 2: All Groups together arrange activities and decisions On the whiteboard or a piece of paper When you have finished your flow-chart: For each element/activity ask whether or not this particular activity adds value to the patient (customer) - if not: take it away

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42 A3 – new process design Theme & background Current Condition Root Cause analysis Target Condition Implementation Plan Follow-up Plan Follow-up Result Department X - JDWNRH A short and precise description of the problem -no conclusions 1.first step 2.second step 3. third step A clinical audit shall be performed 5. February 2013 Responsible: Dr. Bent StepResponsible Deadline KP Dr Sonam ICN Surg

43 Your first LEAN-Board (Production & Improvement Board Mystery Ltd. Production Ressource Consumption Quality and Improvement Improvement Projects 1.www xxxxxx zz qqqq 2.Mnmn lolo øøø 3.………. 4.… New improvement Ideas from Staff Members Cumulative Jan Dec A3

44 LEAN-tavle Hoshin - Kanri Leadership Quality Deliverance Working Environment Productivity Systematisc break-down of goals down through all levels in the organisation and systematic reporting of results up through all levels of the organisation LEAN land

45 There is always something you can do………….to improve !!!!!


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