1. Daily Lean Management:
Your Role as a Leader P D C A
A system to drive improvement __________________________________________________

2. What is Lean Thinking?
“The endless transformation of waste into value from the _________ perspective”.
---Womack and Jones,
Lean Thinking
Staff’s
Leader’s
Customer’s
Payer’s

3. The Objective of Our Lean Work
To increase Value Added Work and reduce _______ to Increase Throughput, Lower Cost and Improve Quality
Stress
Waste
Worker Burnout
Finger Pointing
Lead Time

4. The Acronym UMHS uses to help us remember Waste is _________
W.O.R.M.P.I.T.
D.O.W.N.T.I.M.E.
C.O.M.M.W.I.P.
G.E.T.L.O.S.T.
The Categories are…..

5. Summary of the main Lean In Daily Work elements
Click image below for video (5 minutes)
Key Visual Metrics
Daily Team Huddles
Daily Problem Solving through the Everyday Lean Idea Process
Leadership Gemba Walks
Gemba is ___________________
where the actual work takes place
where patient and families provide feedback on their experience
an employee suggestion program
the new MHealthy diet program
During Gemba it is important to _______
bring cookies
show up unannounced to help avoid the “Hawthorne Effect”
determine what needs to change
go see, ask why, and show respect

6. Why implement Lean in Daily Work?
Translate Lean Principles into practical expectations
Redirect reactive fire-fighting to a systematic, pro-active process
Offer a standardized and repeatable process that yields results
Develop our Leaders to be daily improvement coaches and mentors
Engage front line Faculty and Staff in daily root cause problem solving
Leverage the collective wisdom across our entire group

7. The Flip Side Of Lean
I feel the most important takeaway from this video is ___________________
the negative effects of not having standard work and detailed training
the connection between work pace and quality
never to work in a chocolate factory
the importance of creating a safe, blame free environment for surfacing and solving daily problems

8. A Quick Summary of Lean Thinking
Do our work every day in a standard way that we created
Not just the way the work evolved!
Be alert to things going wrong
They always do!
Fix the problem now
For this patient or co-worker
Find and fix the root causes of the problem
So it never happens again!
Modified after Spear; Billi

9. How can we create (liberate) “25,000 problem solvers”?
Help each worker take initiative to find and fix causes of problems he/she faces daily
This means each of us has two jobs:
Do the work
Improve the work
Leaders’ role:
Support improvement work (time, mentoring)
Align improvements so value flows to the customer
Modified from John Shook

10. For us to be successful, we need Leaders to continuously
model and reinforce the following principles….
 Align/Results (strategic few): -Value for the customer
-Constancy of purpose
-Think systemically
Enable (the people):
-Lead with humility
-Respect for every individual
-Learn continuously
Improve (the process):
-Focus on process
-Seek perfection
-Embrace scientific problem solving
Model in all interactions and purposefully reinforce during Leadership Walks
Review Table: Think – Pair – Share : “Perform The Therefore Test”

11. “Leadership Gemba Walks”

13. Key Questions for Lean Leaders to ASK OFTEN!
What problem are you working on now?
What was the last experiment you tried?
What happened?
What did you learn?
What do you plan to try next?

14. Problem Solving Questions of the Coaching Leader the “little” Questions……….that help answer……………the BIG Questions
What do you
think is a problem?
What IS actually happening?
What is NOT happening?
What do you think should Continuing Questions
be happening?
Why does it matter?
Do you know WHY this
is/is not happening????
What do you actually know?
What do you need to know?
How will you learn it?
CAN WE GO
SEE?
What’s the REAL Problem? What is your Purpose? Why do you have this Problem or need? What do you think will address the problem? How will you test your idea? How will you know if it worked?
How do you Know that?
Why do you Think that?
What did you See? Hear?
Can you show me?
©Copyright 2009 David Verble. Lean Transformations Group. All rights reserved.

15. Practice “Asking Effective Questions” Reflection on Exercise
Use “Problem Solving Questions of the Coaching Leader” as a guide
- Get in groups of three - Identify a Problem Owner, a Lean Leader, and an Observer - Problem Owner: briefly describe the problem - Lean Leader: practice “asking effective questions” that are framed around “pure inquiry” (use handout as a guide) - Observer: provide feedback on how the Lean Leader did (both positive things and opportunities for improvement) - Switch roles (repeat until everyone has a chance to play each role)
Reflection on Exercise

16. Lessens Learned from Your Lean Experience
What worked well?
Where did you struggle?
Causes? Ideas to overcome?
Review Table: Think – Pair – Share

17. “Balancing People Development & “Developing Local Champions”
“Teaching to Fish”
Interval Train the Trainer Approach (ITT) Just in Time Instruction and Implementation
“Balancing People Development &
Process Improvement”
“Developing Local Champions”

18. The Virtual Lean Resource Center
The Virtual Lean Resource Center *Many additional resources available, below is a sample of the most utilized resources
Requests for Lean Assistance
Lean Coach Office Hours
(unique ID and level 1 Kerberos password)
Specific websites dedicated to…
Lean in Daily Work (
A3 Structured Problem Solving ( (unique id and level 1 Kerberos password)
Value Stream Mapping ( (unique id and level 1 Kerberos password)

19. Can we afford NOT to do this?
Click image for a Video on how to start a “Movement” or in our case “Lead a Transformation”
Lean Healthcare
Can we afford NOT to do this?

20. Questions / Comments
Contact Information:
Kevin DeHority
Lean Coach, Michigan Quality System