反 省 Hansei: Voorwaarde voor continue verbetering Murielle Van Haesendonck Teamleider
BZIO-groep Revalidatie ziekenhuis: Imbo 125 Sp-bedden en uitgebreide ambulante werking Woonzorgcentrum: Het verhaal 20 WZC bedden en 5 comabedden Gezondheidscentrum: Koninklijke Villa 20 hotelkamers en ambulante werking
De 14 principes van The Toyota Way volgens J. Liker als leidraad in BZIO 1. Base your management decisions on al long-term philosophy even at the expense of short-term financial goals 2. Create continuous process flow to bring problems to the surface 3. Use pull systems to avoid overproduction 4. Level out the workload (heijunka). 5. Build a culture of stopping to fix problems, to get quality right the first time 6. Standardized tasks are the foundation for continuous improvement and employee empowerment 7. Use visual control so no problems are hidden 8. Use only reliable, thoroughly tested technology that serves your people and processes 9. Grow leaders who thoroughly understand the work, live the philosophy and teach it to others 10. Develop exceptional people and teams who follow your company s philosophy 11. Respect your extended network of partners ans suppliers by challenging them and helping them to improve 12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu of go to gemba) 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly 14. Become a learning organisation through relentless reflection (Hansei) and Continuous Improvement (Kaizen)
Visie zorgdepartement BZIO Principe 1: Base your management decisions on al long-term philosophy even at the expense of short-term financial goals
Stap 1: Hansei Principe 9: Grow leaders who thoroughly understand the work, live the philosophy and teach it to others Principe 10: Develop exceptional people and teams who follow your company s philosophy Principe 12: Go and see for yourself to thoroughly understand the situation (genchi genbutsu of go to gemba) Principe 14: Become a learning organisation through relentless reflection (Hansei) and Continuous Improvement (Kaizen) Dagelijkse Hansei-momenten (reflectie) op de eenheden ( Het 5 voor 11 moment ) Teamleider bespreekt samen met teamleden incidenten van de voorbije 24 uur Doel: Alle medewerkers Leren zien
Standaard Hansei-sjabloon BZIO
Stap 2: inventarisatie defecten Principe 7: Use visual control so no problems are hidden Principe 9: Grow leaders who thoroughly understand the work, live the philosophy and teach it to others
Stap 3: uitgebreide Route Cause Analyses (RCA) Principe 2: Create continuous process flow to bring problems to the surface Principe 7: Use visual control so no problems are hidden Principe 9: Grow leaders who thoroughly understand the work, live the philosophy and teach it to others Principe 13: Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly Inventaris A3 rapport - Kaizen (continu verbeter) team - Value Stream Map - 5 x Waarom methode
Vaststelling RCA Principe 3: Use pull systems to avoid overproduction (Push Pull) Principe 6: Standardized tasks are the foundation for continuous improvement and employee empowerment
Valkuilen en (nabije) toekomst Nog niet alle medewerkers (leidinggevend en anderen) zien defecten Sommige defecten kunnen niet wachten tot uitgebreide RCA na 1 maand Moeten alle defecten aangepakt worden met een uitgebreide RCA? Wie bepaalt wanneer een uitgebreide RCA wordt uitgevoerd en wanneer niet? Doel: Principe 5: Build a culture of stopping to fix problems, to get quality right the first time - Haalbaar in zorg om dit op het moment zelf te doen? Toegevoegde waarde vanuit klantenperspectief (catering, zorg, )
Om te onthouden Hansei: Visie vertalen naar de werkvloer Medewerkers motiveren en tevreden stellen Continu processen verbeteren Klantentevredenheid vergroten Veiligheid verhogen Onnodige kosten schrappen (Muda)