Morrow Utilizing the 3Ms of Process Improvement

A Step-by-Step Guide to Better Outcomes Leading to Performance Excellence
1. Auflage 2013
ISBN: 978-1-4398-9565-8
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 322 Seiten

Why is it that some improvement efforts succeed while others fail despite robust change management programs and the often do-or-die pressure to improve? Quite simply, there are three elements that separate those that succeed from those that fail. They are the 3Ms—Measure, Manage to Measure, and Make-it-Easy.

Complete with forms, templates, and case studies from the aviation and manufacturing industries, Utilizing the 3Ms of Process Improvement supplies step-by-step guidance on how to use the 3Ms to achieve performance excellence that lasts. Suitable for a wide audience—including suppliers, manufacturers, and those who work in service organizations, schools, healthcare, and government—it is as much about the science of process improvement as it is about how to lead process improvement utilizing the 3Ms.

Illustrating applications of the 3Ms across a range of industries, the book weaves stories throughout about role models who have succeeded, as well as those who have failed. It identifies the specific elements that were missing or defective in the failed attempts to provide a clear understanding of how the three elements work together. Arming you with a culture change method based on changing behaviors, it provides a leadership and management guide to achieving your objectives.

The 3Ms have worked for Ben Franklin, Abraham Lincoln, and the author’s teams across the globe. Now, with this book, you can put the power of the 3Ms to work for you in your quest towards improving processes and reducing costs.

The author encourages reader interaction and feedback on his website: www.rpmexec.com. He also provides you with access to the forms and templates described in the book.

Zielgruppe

Senior leaders; performance improvement practitioners such as Master Black Belts, Black Belts, Green Belts; change management practitioners, quality managers, project managers, strategic planners, company owners, presidents and vice presidents; academic programs.

Autoren/Hrsg.

Morrow, Richard

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Forschung & Entwicklung (F&E), Innovation

Inhaltsverzeichnis

Overview of Process Improvement and the 3Ms
Outcomes Are the Result of Processes
Performance Excellence
3Ms for Process Improvement Measure Manage to the Measure Make it Easier
Science of Process Improvement
Change Leadership
We Need All Three Ms to Sustain the Improvements
Case Study in Process Improvement
Utilizing the 3Ms for Process Improvement
3Ms, Scientific Methodology, Change Leadership
Key Points
Endnotes

Change Leadership
What Is Change Leadership? Change Management? How Do TheyDiffer?

The Need for Leadership in Change: A Case Study in Healthcare
Too Many Examples of Not Leading Change Well
Management and Leadership: Scientific Management
Perfect Example of Scientific Management
Definition of Manager and Leader
What Happens When There Is no Leader?
Leadership Principles
Abraham Lincoln on Leading Change
Leading Change to a Slave-Free America
Industry’s Change Leaders
Walking the Talk
Definition of Common Terms across Methodologies
Key Points
Endnotes

Resistance to Change and Process Improvement
Forces against Change: Resistance, Time, Natural Laws
A Quick Win against Resistance
Role of the Change Leader
A Policy of Change and Continuous Improvement Piloting Changes What Can Happen If Change Is Not Piloted First Balancing Change and Continuity
The Emancipation Proclamation
What Happens When One or More of the Ms Is Missing? Dr. Semmelweis and Washing Hands: The Right Change, but Why Is Change Needed In Healthcare? Semmelweis’s Improvement Dies with Him Forcing Doesn’t Always Work
The Force of Resistance
Benjamin Franklin, Electricity, and Change Leadership Principles of Electricity Explain Resistance to Change What You Can’t See Can Hurt You
Using Resistance to Help Lead Change Electricity and Forcing Change Can Be Dangerous Getting Change to Flow Resistance to Change Can Vary within the Same Person Resistance between Two Bodies Resistance at Home
Key Points
Practicing Change Leadership
Endnotes

Process Improvement Methodologies
Overview of the Most Popular Methodologies
Work with Toyota and for Motorola Motorola and Toyota Use Lean and Six Sigma Tools
PDSA and PDCA Compared to Six Sigma All Good Methods Analyze for Root Causes before Solutions
Case Study of Late Shipments
Cross Reference of PDSA, Six Sigma, Lean, Change Leadership
Human Factors and Ergonomics in Process Improvement Case Study: Human Factors Added to Lean Six Sigma Hand Hygiene Change Leadership Issue
Failure to Engage Others with the Measure Baseball and Managing to the Measure Measures for Research Purposes Measures for Process Improvement Purposes Cedars–Sinai Using Measure and Manage to the Measure
Key Points
Endnotes

Roadmap for Process Improvement
Introduction
Start the Journey on Main Street
Getting Started on Our Journey
Possible Shortcut
Prepare for Change
Train
Envision Articulating a Vision Elements in a Vision Statement Try Out Your Vision Statement How Does One Communicate the Vision?
Abraham Lincoln’s Vision Advocate a Vision and Continually Reaffirm It For Whom the Bell Tolls
Engage
Enable Quality Circles Enabling during the Recession of the Early 1980s Assumptions and Decisions
Empower
Key Points
Endnotes

Chartering the Process Improvement Work
The Charter
No Charter? Big Problem Sharing Findings before Departing Clear Definition of the Issue and What Was to Be Measured Are Key The Final Report and Surprise
The Issue Statement The Measures or Metrics Outcome and Process Measures Goals Progressive Goals and Successive Successful Approximations
Measures and Goals to Build a Safer Culture
Hold Off on Financial Metrics Until

Scope the Work
Charter "Signatories" Sponsor Chartering Is Iterative Sign the Charter
Key Points
Practicing Skills: Chartering
Endnotes

Stakeholder Analysis
Purpose of Stakeholder Analysis
Case Study in Stakeholder Analysis
Mission and Values of the Organization
Stakeholders
Overview of the SHA Measuring the Gap: The Level of Resistance Three SHA Scenarios to Know Your Strategy Upfront Designing the "Circuit" to Achieve Flow and Manage Resistance
Difficult to Be Perfect
Them Is Us Eventually
Let’s Learn Stakeholder Analysis by Doing Using the SHA Template Time to Assess Each Stakeholder’s Buy-In
Key Points
Endnotes

Finding the Root Causes, Improving, and Controlling
Explore Together Doctor Livingstone Explore Together with Empathy and Patience Building the Team
Case Study Poor Service for a Major Customer and Its Customers Work-Arounds in the "Factory of Hidden Defects" Exploring Using the "Five Whys" Explain Experiment Explore: Builds on Experimentation Build Consensus Train, Enable, Empower, Hold Accountable Training in the Improvements
Enable
Empower
Hold Accountable
Key Points
Endnotes

Utilizing the 3Ms: Measure, Manage to the Measure, and Make It Easier
Introduction
Measure Practicing Measure
Manage to the Measure
Make It Easier
Visual Management
Measuring Example
Managing to the Measure Example
Make It Easier Example Takt Time: A Measure of the Pace Needed to Meet Customer Demand
Measuring: The Most Important M
Apply the First of the Three Ms and See the Value Setting Up Your Experiment Measuring the Baseline
Statistical Process Control Charting: Turning Data into Information Sample Size Hand Hygiene and the 3Ms Ready to Observe Alternative Experiment
The Hawthorne Effect Desire to Increase Productivity
Utilizing the 3Ms by Changing the Measure Incentive Piecework as a Measure More on the Perverse Incentive Measure
French Restaurant Dining
The Hawthorne Effect Revisited Case Study in Timeliness in Sharing the Measure
Key Points
Endnotes

What to Measure
Hidden Factory of Rework and Swiss Cheese
Getting Started: Preparing for Change, Chartering, and Stakeholder Analysis (SHA) Case Study: 3Ms Improving Surgical Safety The Measure Is Invented Measuring the Errors to Reduce the Risk of Wrong-Site Surgery
Measuring the Quality of a Decision
Practicing Measuring Setup
A Change In One Area May Affect Other Areas Inventory Management
Measure What the Customer Measures
Base the Measure on Correlation with the Outcome
High Reliability Organizations: What Do They Measure?
A Safety Culture and How to Measure
Measuring the Inputs versus Just the Outcomes
Measuring the Culture
President Franklin D. Roosevelt’s First Inaugural Address
Key Points
Endnotes

Measure Risk to Achieve High Reliability
Measuring Risk
The FMEA Form The Process Step or Design Function Input, Failure Modes, Effects, Causes, and Scoring of Risk Existing Controls Risk Priority Number (RPN)
FMEA for IT Data Can Be a Component In Today’s High Tech Equipment
FMEAs Don’t Always Prevent Catastrophic Failure
3Ms Lesson: Must Manage to the Measure, Not Just Measure
Facilitating a FMEA
Key Points
Endnotes

Measurement as a System
Overview
Measurement as a System
Measurement System Analysis (MSA) Critical in Utilizing the 3Ms
Analyzing a Measurement System
Qualities of an Acceptable Measurement System
Attributes of a Measurement System Accuracy Bias Precision Repeatability Reproducibility
Designing a Measurement System
Performing a Measurement System Analysis (MSA) MSAs Can Be Really Easy Inaccurate Measurement Systems Can Lose Customers A Measurement System Using Actual Data by Surgeon and by Procedure Drawdown Measurement Systems That Add No Value to the Client Calibrating a Measurement System
Statistical MSA Methods Categories and Types of Data Checklists as Measurement Systems Granularity Discrimination Overview of Performing a Gage R&R MSA for Blood Pressure Reading
MSA for Attribute Data Attribute Agreement Analysis Moderate Risk of Harm The Soft Drink Challenge with AAA Stability Linearity
Overview of MSA for Continuous Data and High Granularity Gage Repeatability and Reproducibility (Gage R&R) Precision to Tolerance: (%P/T) Knowing Good from Bad Percent to Total Variation %P/TV % Contribution Using Minitab in Measurement System Analysis for Gage R&R Sampling Should I Measure 100% or Sample? Sampling Quality
Key Points
Endnotes

How to Share and Communicate Measurements
Charting
Pareto Charts Pareto to Reduce Resistance
Statistical Process Control Charts (SPC) First SPC Chart: May 1924 High Reliability Organizations (HROs) and SPC The "Swiss Army Knife" for Process Improvement Components of the SPC Control Chart Control and Out of Control Case Study Call Center Wait Times Using a Simple Histogram to Create SPC Chart Parameters Reliability and SPC SPC Is Often Preferred in Managing to the Measure Prove Change Really Occurred Change Management without SPC? Frontline Workers Have Been Using SPC Since the 1920s
Run Charts
Key Points
Endnotes

3Ms: Manage to the Measure
The Scoreboard
Visual Management
What to Expect Short Term and Long Term from Measuring Instructing and Coaching Training within Industry Job Instructions Job Methods Job Relations Program Development
Standard Work to Manage to the Measure
Coaching is Key in Managing to the Measure Coach’s Playbook
Key Points
Endnotes

3Ms: Make It Easier
Performance Improvement in Making It Easier to Change
Case Study Store Staff Spending Time with Customers Job Satisfaction
Making Change Easier Is What We Need to Do
Prepare Stakeholders for the Change Train Envision Engage Enable Empower Explore Together
Satisfaction and Loyalty Measurement Explain Experiment, Explore, Build Consensus
Choosing the Best Countermeasures
Piloting and Choosing the Best Countermeasures
Piloting to See if the Measure Moves Train, Enable, Empower, and Hold Accountable
Mindfulness and Control Mindfulness
Commitment to Resilience
Case Study University of Pennsylvania, Penn Medicine Utilizing the 3Ms
SPC Making It Easier
The 3Ms Are the Most Important Tool for Leadership and Process
Improvement Leaders Including Change Leaders to Sustain the Gains
Key Points
Endnotes
High Reliability
Case Study: SKF High Reliability Program Number 1 High Reliability Program Number 2 The Products Surrounding the Variation Scrapping versus Inspecting Utilizing the 3Ms in Zero Defects and SWOC High Reliability Program Number 3: Building a Safety Culture A Story of a Seal and Its Grease
Change Isn’t Always Easy, Except
Stakeholder Analysis Revisited for Making It Easier
Designing an Experiment Should Start with the People Doing the Work
Key Points
Endnotes

Summary
Mistake-Proofing?
Mistake-Proofing Promotes Defect Prevention versus Detection Types and Levels of Mistake-Proofing Devices
Human Error Drives Need for Mistake-Proofing
Mistake-Proof Approaches
Train, Engage, Enable, and Empower the People Doing the Work
Reinforcing Continuous Process Improvement
Key Points
Endnotes
Appendices:

Roadmap for Performance Excellence™
Process Improvement Foundational Tools
The Emancipation Proclamation
Charter Template
Stakeholder Analysis Template
Hand Hygiene Data Collection Sheet
Hand Hygiene Compliance Chart for Posting
Measure: Data Collection Tool
FMEA Severity, Occurrence, Detection Tables
Gage Repeatability and Reproducibility Measurement System Analysis
Index

Über Autor(innen)

Rick Morrow is a consultant with more than 25 years of senior leadership experience in healthcare, aviation, construction, automotive and high tech. Morrow leads Healthcare Performance Partners’ Quality, Safety, and High Reliability unit, a MedAssets company. He has authored Lean Six Sigma performance excellence courses and taught and deployed programs internationally for Eaton Corporation, SKF, Motorola, United Airlines, The Joint Commission, and Healthcare Performance Partners.

Morrow is the author and leader of HPP’s Six Sigma consulting and wrote and leads the Belmont University Lean Healthcare Certification Program for Supply Chain Professionals, which is a blend of The Toyota Production System, Six Sigma, and Change Leadership. Morrow also wrote and taught The University of Penn’s Penn Medicine Leadership and Performance Improvement courses. He authored the Lean Six Sigma Program at The Joint Commission and led its Center for Transforming Healthcare, where he and his team led collaborations improving patient care and safety with major academic medical centers including Cedars-Sinai, Johns Hopkins, Mayo Clinic, Intermountain Healthcare, North Shore Long Island Jewish, and Stanford University.

Morrow earned his MBA from the University of Illinois’ Executive Program and has a B.S. in Business from Illinois State University. Certifications include Motorola Master Black Belt and Lean Enterprise from the University of Tennessee. He is an international speaker on Lean Six Sigma, Quality, and Safety at conferences including NPSF, ASC and ASQ.
Morrow is also the author of the companion book, Utilizing the 3Ms in Process Improvement in Healthcare, and is a contributing editor on performance improvement, quality and safety publications. He is as proud in his work coaching his son and daughter in baseball and soccer and leading as President of Holy Family Commission of Education.