[Many thanks to Gerry Cronin and Julieanne Brandolini for passing along the following story about sharing between industry and healthcare. Gerry manages the Lean Program at the Center for Comparative Medicine (CCM), the Biomedical Research division at the Massachusetts General Hospital, one of the largest programs of its kind in the US. CCM has been on its Lean journey for 8 years, and has adapted Lean tools and methods in novel ways to service their 5000 customers as efficiently as possible with a staff of 130 employees. As a pioneer in Lean management in Biomedical Research CCM conducts Lean Tours, trainings and seminars to help accelerate the healthcare industry in the development of new therapies against disease. Learn more.]
At GBMP’s recent Northeast Shingo Prize Conference in Hyannis Massachusetts, CCM displayed adaptations of Lean as they have applied it to Biomedical Research in their Community of Lean Lounge booth. Conference attendees were drawn in by the wacky display of dangerous animals and props. But during these times of sharing, CCM staff realized that a majority of the representatives from all different industries shared their frustrations in getting employees involved with a) active Problem Solving and b) employee engagement. It appeared that everyone – regardless of their work – is faced with the very same challenges when developing a culture of Continuous Improvement. CCM is attempting to address this challenge in novel ways and here is the story that they shared in the Community of Lean Lounge:
“Pulling the Cord”
During a Kaizen event that was focused on improving our Gemba Walks, the Team Leads and front-line technicians recognized that many members of our staff were not making the connections of how 5S and problem-solving are integrated into everyday work. Many still see Lean as “another thing to do”; a “thing” that requires dedicated time for them to find, think, test and implement solutions to problems. The Kaizen Team announced “we are pulling the cord and we need more help to coach our staff to connect the dots”.
“Making it real”
To address this problem, leadership set out to create a realistic life-or-death simulation that would clearly illustrate how 5S, standard work and Problem Solving are part of everyday work. From this setback was born the “5S Wetlabs”, a portable, 90-minute training session that was designed to reinforce the importance of Standard Work, workplace organization and stakeholder involvement. During the intense and dramatic simulation, a critical step goes haywire activating an emergency response to save a life. The “First Responders” encounter a dysfunctional and chaotic situation making the life-saving process totally ineffective, resulting in the tragic death of the victim. The Responders fail miserably to perform effectively in their role; they articulate feelings of disappointment, of being demoralized, embarrassed and frustrated by their inability to save the victim.
“Shoveling against the tide… or Making Excuses”
The First Responders are asked to list “what went wrong”, which inevitably becomes a shopping list for 5S-related improvements. The Responders are then asked “who killed the victim” and to write an “Obituary” for the victim that will be presented to the family members at the wake. The Obituary is often comically uncomfortable, forcing the responders to identify “who” and “what” failed, and their contribution to the victim’s death. The Obituary exercise illustrates how we tend to make excuses, even when we have influence on a process. A short problem-solving session follows which then leads to Responders identifying dozens of improvements that will make the situation fool-proof; especially since every participant now realizes that “they” are the stakeholder. They are personally relying on the quality and effectiveness of the system for their own survival. The simulation is then immediately changed and improved, and the students are challenged to create a system that will save their own lives when the process goes wrong. 5S principals are now demonstrated to the students by transforming a mundane exercise into a realistic life-or-death situation that makes the mistakes painfully personal.
Lean Learning Goes Both Ways
The theme of CCM’s 2013 Lean Lounge booth was “if we can do it, anybody can”. The 5S Wetlabs display was an instant hit, as it attracted many trainers and managers who were interested in an unconventional approach to teaching the benefits of workplace organization and problem-solving in a short period of time. One such company was a major aerospace manufacturer that had recently experienced system failures that relied on multiple roles. The Continuous Improvement Director instantly saw the value in life-or-death scenario training for engineers and maintenance technicians who develop and maintain machines and processes that can result in death from catastrophic failure. Other companies that visited the CCM booth expressed interest in the novel approach to personalized training concepts, and many remarked that perhaps the time has come when industry can now learn from healthcare. While healthcare has been catching up for years, problems encountered in the dynamic healthcare setting can provide useful lessons for all industries when faced with change that threatens the life or death of an organization. The learning pendulum has shifted, and healthcare may now be the very industry to illuminate the way to rapid improvements in a threatening market or environment. Can lessons learned from healthcare help your organization?
Notes from O.L.D. :
1) I think the answer to above question is: Yes, definitely! Lean learning is anything but industry specific. Thanks again to Gerry and Julianne for their story.
2) It’s not too early to register for our October 1-2, 2014 conference in Springfield, MA. – and maybe sign up for your own Lean Lounge table. Click here for details.
3) It’s almost too late to register for my Sign up here for “Tea Time with Toast Dude” – but not quite! The topic will be “Killer Measures”, traditional measures that can derail your lean implementation. Hope you can join me on Tuesday, December 10 (tomorrow!) from 3:00 – 3:40 p.m. EST. Read more & register.
Hi Bruce, is that 5s Wetlabs exercise available as a training resource? Sounds like an effective training tool I wouldn’t mind running here.
Valleybrook Gardens (Ont.) Ltd.
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Love your posts, wrote a Lean/TPM kids story on a dare from my stepson, thought you might enjoy it.
A Silly/Sensible Improvement Story
Opened my electric bill, $120…yikes
I contacted the power company and they allowed me to come in and observe the process so I could find opportunities for improvements. (silly, right?)
I found that instead of fossil fuels the power was produced by six hamsters each walking in a large wheel. (silly right?) Animal rights was okay with this because the hamsters were well compensated with a generous benefits package and employed hamsters were in much better physical condition then their unemployed counterparts.
Upon observing the process three things stood out to me. One was that the wheels being used were extremely large so that the efforts of each hamster were turning their wheel quite slowly. The second observation was that all of the wheels were squeaking. The third was that each night a person would come out and take ten minutes cleaning black debris that was collecting underneath the wheel.
My first idea was to make the wheels smaller so that the same efforts from the hamsters would produce more power, also found that the spare pieces of wheels could be used to make additional wheels for the companies increasing power needs. (sensible right?)
My second idea was an “aha” moment. The squeaking wheel was screaming for lubrication. So the person that came out each night to clean the debris from under the wheel would take a couple minutes and grease the wheel. I found after the first night that if the wheel was greased each night that there would be no debris produced to clean. And instead of replacing parts on the wheel once a month, the power company only had to replace parts once every year. (sensible right?)
One more “unintended” payoff was discovered during my interview with the hamsters after the improvements were made. They said the lubricated wheel made their job a lot easier.
When all was said and done it took only three hamsters to produce my power and they were able to do it with considerably less effort.
Opened my electric bill, $60…cool! I’m calling the gas company next!