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A3 Thinking Denver Health Lean Training Created by: Katie Stanek, Lean Facilitator © 2012 Denver Health and Hospital Authority. All Rights Reserved.

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Presentation on theme: "A3 Thinking Denver Health Lean Training Created by: Katie Stanek, Lean Facilitator © 2012 Denver Health and Hospital Authority. All Rights Reserved."— Presentation transcript:

1 A3 Thinking Denver Health Lean Training Created by: Katie Stanek, Lean Facilitator © 2012 Denver Health and Hospital Authority. All Rights Reserved

2 © 2012 Denver Health and Hospital Authority. All Rights Reserved What is A3 Thinking? A3 Metric nomenclature for a paper size, equal to 11 x 17 A3 Thinking Consensus building process utilizing a systematic, documented methodology Communication tool that follows a logical and standard structure

3 © 2012 Denver Health and Hospital Authority. All Rights Reserved Why Promote A3 Thinking? A structured cycle of improvement A framework for organizing thinking & work For individuals and teams Promotes transparency of issues, problems and thinking Makes work and opportunities visible Tells the story

4 © 2012 Denver Health and Hospital Authority. All Rights Reserved How to Achieve A3 Thinking? Do an A3 for all types of activities Strategic planning Problem solving/Decision making Sharing good ideas/Proposing change Value Stream Analysis/Rapid Improvement Events Reporting progress/Policy deployment

5 © 2012 Denver Health and Hospital Authority. All Rights Reserved Creating an A3 Define the purpose Tell the story visually and logically Beginning – Strategy/Problem identification - Reason for Action Middle – Gap analysis, Solution Approach, Rapid Experiments End – Completion Plans, Confirmed State Updating A3s - living document At the Start (Proposal, comparison with similar events, charter etc.) During the process (to maintain consensus, get support, guidance or verify the actions/hypothesis) When completed (to communicate and celebrate success)

6 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ Team:___________________________ Executive Sponsor: Process Owner: 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight

7 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Why are we doing this? What is the burning platform? What is the chief complaint? Team:___________________________ Executive Sponsor: Process Owner:

8 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Describe attributes of the initial state – Quantitative & Qualitative Graphically present picture of Initial State Team:___________________________ Executive Sponsor: Process Owner:

9 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Describe attributes of the target state – Quantitative & Qualitative Graphically present picture of Target State Are metrics defined and achievable? Team:___________________________ Executive Sponsor: Process Owner:

10 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight What holds us back from the Target State? What are the root causes of these road blocks? Team:___________________________ Executive Sponsor: Process Owner:

11 © 2012 Denver Health and Hospital Authority. All Rights Reserved Gap Analysis Affinity diagrams Scatter diagrams Pareto charts 5 Whys Fishbone diagrams

12 © 2012 Denver Health and Hospital Authority. All Rights Reserved Fishbone PeopleProcedures Policy Communication Patients & Families Major Problem or Issue

13 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Does solution approach link well with the root cause identified in the Gap Analysis? Does the Solution Approach express the hypothesis to be validated or adjusted through Rapid Experiments? Team:___________________________ Executive Sponsor: Process Owner:

14 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Expect the Solution Approach to not be perfect- Run the tests of change! Are Rapid Experiments achieving desired results and learning? Team:___________________________ Executive Sponsor: Process Owner:

15 © 2012 Denver Health and Hospital Authority. All Rights Reserved Rapid Experiments Observe what works Observe what doesnt work yet Record the new process performance Collect data based on observation Document issues and begin to resolve problems Do not talk or think yourself out of trying new ideas

16 © 2012 Denver Health and Hospital Authority. All Rights Reserved Start Making Meaningful Change There is no time like the present Dont over analyze Resist the temptation for delayed implementation until we make things perfect Seek buy-in from people in work area by explaining why we are making change (Reason for Action) and by asking them their thoughts on improvement Break into smaller sub groups to get many things done quicker

17 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Is Completion Plan in place with names, dates, & outcomes? Is Completion Plan on track? Team:___________________________ Executive Sponsor: Process Owner:

18 © 2012 Denver Health and Hospital Authority. All Rights Reserved Completion Plans Action ItemResponsibleDate Completed

19 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insight Are Confirmed State metrics in place and do they validate the target state? Does confirmed state show what good looks like in a way that cannot be misunderstood? Team:___________________________ Executive Sponsor: Process Owner:

20 © 2012 Denver Health and Hospital Authority. All Rights Reserved TITLE:_________________________________ Date Started:_______Current Date:_________ 1. Reason for Action4. Gap Analysis7. Completion Plans 2. Initial State5. Solution Approach8. Confirmed State 3. Target State6. Rapid Experiments9. Insights Do insights show key lessons learned and identify future opportunities? Team:___________________________ Executive Sponsor: Process Owner:

21 © 2012 Denver Health and Hospital Authority. All Rights Reserved Questions?

22 © 2012 Denver Health and Hospital Authority. All Rights Reserved A3 Activity Pick a problem in your area Complete the A3


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