Hansei: Voorwaarde voor continue verbetering

Murielle Van Haesendonck Teamleider

反省

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

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”

Stap 1: Hansei

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,…)

Hansei: • Visie vertalen naar de werkvloer • Medewerkers motiveren en tevreden stellen • Continu processen verbeteren • Klantentevredenheid vergroten • Veiligheid verhogen • Onnodige kosten schrappen (Muda) • …

Om te onthouden…