A critical part of Kaizen Events is Follow-up.  While every improvement idea possible should be tested and implemented during the 5-day Kaizen Event week, there are always follow-up action items that must be completed to achieve the new future state.  Actually, there are 5 phases to Kaizen Events: Planning, Preparation, Training, Execution (Event week), and Follow-up.  This blog is about the 30/60/90 Day Reviews in the Follow-up phase.

The purpose of these formal Reviews after each kaizen event is to:
1. Drive implementation of the action plan, and
2. Keep the kaizen team and leadership engaged in the kaizen process.

They are not a replacement for weekly meetings to check progress by the kaizen event owner (department director).  These meetings are to celebrate progress, expose problems, and make decisions about resources and priorities.  There is no place for blame in these structured and intentional meetings.  The meetings should not be longer than one (1) hour to force effective use of everyone’s time so that they can get back to delivering or supporting patient care.

The agenda for the 1 hour reviews is:

1. Review the kaizen event objectives and business case (why we did the event)
2. Review key metrics (use graphs to show any trends)
3. Review the status of every action item (visually note status green for on-schedule or red for behind) – action items should be presented by those responsible for implementation
4. Observe the improvements in the process to validate them (complete means there is a process in place to sustain change)
5. Request help needed/make additional support decisions
6. Share new learning and waste identified during action item implementation.

The participants include the kaizen event team, the department director, administration staff members and other department directors with departments that are supporting or are affected by the Kaizen Event, and the CEO (at least in the 30 Day Reviews).  The number of formal reviews is determined by how long it takes to complete all action items necessary to achieve and maintain the Kaizen Event objectives.

So, celebrate what was accomplished with the Kaizen Event team on Friday of the Event week, take a break over the weekend.  The real work begins on Monday and leaders must check and support progress after the Event.  Don’t wait until the 30/60/90 Day Reviews to do this, but don’t forget them either.

This week’s article was written by Dwayne Keller, VP and coach for HPP’s healthcare client companies. Before joining HPP, Dwayne spent many years with Alcoa in senior leadership roles and overseeing the Lean transformation of numerous facilities. Dwayne also worked with Michelin and DuPont in various management and engineering roles.  Dwayne holds Masters and Bachelors degrees in Mechanical Engineering from Bucknell University and a MBA from Clemson University.