Don't Keep Fighting the Same Fires
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As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations. By the end of this webinar, you will: - Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence. - Learn why it’s important to see problems, solve problems, and share problems in your organization. - Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis. Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
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Don't Keep Fighting the Same Fires
- 2. “We’re great problem solvers”
- 3. OK, but what does that mean?
- 6. Organizational “Fires” • Employee gets injured • Patient gets wrong medication • Product launch is botched • Angry customer is lost • Key employee gets frustrated and quits
- 7. Don’t keep fighting the same fires Put preventive measures in place!
- 8. How We Put Fires Out Matters 1. Put the fire out (or at least contain it) 2. Understand the root cause 3. Put preventive measures in place, so you don’t keep fighting the same fire
- 9. Let’s Be More Effective Firefighting Root cause corrective action Proactive problem prevention
- 10. Marc St. Yves Oklahoma City Thunder vice president of logistics and engagement
- 11. His Mantra “Be prepared to execute our standards in a new normal”
- 12. Being Proactive • Swept the building looking for “vectors” – Racks of balls – Shelves of towels – Containers of gum – Bottles of soap – Faucets and toilets – Fingerprint scanners for entry
- 13. Proactive Improvements • Each player gets their own table around the practice court (drinks, towels, gum, etc.) • Touchless faucets and toilets? • Touchless ID verification / entry? • Doors / screens to allow fresh air to circulate • Disinfecting the ball during timeouts
- 14. Rigorous Proactivity: FMEA • Failure Mode and Effects Analysis – Reliability engineers (1950s) – Military, NASA, aviation, auto industry • Old doesn’t mean outdated
- 16. FMEA: High-Level View • Brainstorm potential failure modes – In a cross-functional, diverse team – Don’t jump to solutions yet • Rank / Score failure modes by expected: – Probability – Severity – Detectability
- 17. FMEA: Failure Modes • How might employees pick up or spread Covid? – Gets coughed or sneezed on – Passes virus across hands – Proximity via close desks – Proximity via meetings – Contact with office door handle – Contact with break room sink – Contact with shared printer – Contact with cell phone
- 18. Risk Priority Number (RPN) • Score these from 1 to 10 – Probability • 10 is most likely to occur – Severity • 10 is most severe – Detectability • 10 is hardest to detect
- 19. Typical FMEA Template Process Step/Input Potential Failure Mode SEVERITY (1-10) Potential Causes OCCURRENCE (1-10) Current Controls DETECTION (1-10) RPN What is the process step, change or feature under investigation? In what ways could the step, change or feature go wrong? What causes the step, change or feature to go wrong? (how could it occur?) What controls exist that either prevent or detect the failure? Covid spread Cough or sneeze on co-worker 10 Just happens 2 None 2 40 Spreads from hand to hand 9 Hand shakes 6 None 6 324 Proximity via close desks 6 Droplets 9 None 1 54 Proximity via meetings 7 Droplets 9 None 1 63 Contact with office door handle 5 Required to get in or out 9 None 1 45 Contact with break room sink or items 5 Spread from touching surfaces 7 None 3 105 Contact with shared printer 3 Touching the printer 2 None 2 12 Contact with shared "hotel" desk / computer 8 Touching those items 8 None 2 128 Contact with cell phone Transferring droplets to phone None
- 20. Sorted by RPN Process Step/Input Potential Failure Mode SEVERITY(1-10) Potential Causes OCCURRENCE (1-10) Current Controls DETECTION (1-10) RPN What is the process step, change or feature under investigation? In what ways could the step, change or feature go wrong? What causes the step, change or feature to go wrong? (how could it occur?) What controls exist that either prevent or detect the failure? Spreads from hand to hand 9 Hand shakes 6 None 6 324 Contact with cell phone 6 Transferring droplets to phone 9 None 6 324 Contact with shared "hotel" desk / computer 8 Touching those items 8 None 2 128 Contact with break room sink or items 5 Spread from touching surfaces 7 None 3 105 Proximity via meetings 7 Droplets 9 None 1 63 Proximity via close desks 6 Droplets 9 None 1 54 Contact with office door handle 5 Required to get in or out 9 None 1 45 Covid spread Cough or sneeze on co-worker 10 Just happens 2 None 2 40 Contact with shared printer Touching the printer None
- 21. Propose & Test Countermeasures Process Step/Input Potential Failure Mode SEVERITY (1-10) Potential Causes OCCURRENCE (1-10) DETECTION (1-10) RPN Action Recommended What is the process step, change or feature under investigation? In what ways could the step, change or feature go wrong? What causes the step, change or feature to go wrong? (how could it occur?) What are the recommended actions for reducing the occurrence of the cause or improving detection? Spreads from hand to hand 9 Hand shakes 6 6 324 Eliminate hand shaking & fist bumps Contact with cell phone 6 Transferring droplets to phone 9 6 324 Frequent use of disinfectant wipes on phone Contact with shared "hotel" desk / computer 8 Touching those items 8 2 128 Stop sharing desks and equipment Contact with break room sink or items 5 Spread from touching surfaces 7 3 105 One at a time in there. Mandate Lysol wipes after each use Proximity via meetings 7 Droplets 9 1 63 6' spacing required in meetings; do you really need to be there? Proximity via close desks 6 Droplets 9 1 54 Move desks; put up plastic partitions Contact with office door handle 5 Required to get in or out 9 1 45 Add automatic door mechanism Covid spread Cough or sneeze on co-worker 10 Just happens 2 2 40 Wearing masks, distancing Contact with shared printer 3 Touching the printer 2 2 12 Get individual printers
- 22. Can Do Informal FMEAs • If quantifying is difficult (or impossible), use a more qualitative approach • The mindset matters more than the math
- 23. Proactive Changes to a Clinic • Increased telemedicine & video visits • Remove items from waiting room • Electronic check in through phone • Patient waits in car until they can be seen • Call or text patient when they should come in • Direct patient straight to exam room (self rooming) • Spread out appointment times • Wearing of masks • Limiting visitors • Implementing Apple Pay / Google Pay
- 24. Should We Go Back to Our KaiNexus Offices? • Is the office large enough so that social distancing can be maintained in the office? – Is it acceptable for workers to share a refrigerator or amenities? • How important is it that you go back to the office at all? – Is being in an office really required, or can the work you are doing be accomplished remotely just as effectively? • What is the risk to your employees and their families? – Are the people who work in your office young and healthy, are they caring for elderly family members, etc.? • Do your employees think going back is worth the risk? • Does your office provide access to a sink and/or hand sanitizer? How will bathrooms and office be cleaned or maintained or sanitized? • What will happen if there is a confirmed case in office? Jeff Roussel Chief Revenue Officer
- 25. Should We Go Back to Our KaiNexus Offices? • Risk / Reward: Currently 90-95% effective remotely • As small company a high degree of asymptomatic transmission could be catastrophic in our offices – One or more people getting sick is far more harmful than everybody working from home • Team has discussed working at a proper distance, wiping down surfaces you touch in the office upon a return • “The most proactive thing we have done is to be open and share operational and financial news within the company.” – We continue to overcommunicate about successes and failures Matt Paliulis Chief Operating Officer
- 26. Should We Go Back to Our KaiNexus Offices? • “Our team is young and healthy so the likelihood of a bad outcome is low. • BUT our team interacts with lots of other people so this is the real risk – are we a part of the problem or part of the solution? • As long as people continue to get their work done, then the benefit of going to the office is low and therefore our risk/benefit ratio will be on the side of remote work. • We have a much easier decision than some companies.” Greg Jacobson, MD Chief Executive Officer
- 27. For an Uncertain Future • Think experimentally • What assumptions must be true? • Plan, Test, Study, Adjust
- 28. Let’s Shift From REACTIVE PROACTIVE
- 29. Final Thought • Being proactive doesn’t mean you’ll get it perfect • “What we thought we knew, we don’t know,” – said Dr. Nile Cemalovic, an intensive care physician at Lincoln Medical Center in the Bronx. • Plan, Test, Study, Adjust 6/3/2020 35
- 30. Thank You! • Email: Mark@MarkGraban.com • Website: www.MarkGraban.com • Blog: www.LeanBlog.org • Twitter: @MarkGraban
Notas do Editor
- Focusing on safety and success – getting back to work in the Covid-19 era My background and experience are with the “Lean” methodology. To me, it was originally “lean manufacturing” – then I pivoted to “lean healthcare work” over the past 15 years. But, I’ve also been a student of the “lean startup” methodology (shout out to Eric Ries and Steve Blank) – there are common themes around Lean in any of these industries or disciplines… and a lot of it comes down to problem solving
- When I work with clients, one of the main topics for learning and coaching is problem solving – structured problem solving. Some cringe or pushback at the idea of learning problem solving. I can’t count the number of times I’ve heard somebody exclaim “but we’re great problem solvers!”
- As we get back to work, a proverbial ”fire” might be an employee who contracts Covid-19 after we’re back in an office.
- We don’t want to just have a plan for responding to a colleague getting sick… We don’t want to just get better at RESPONDING to Covid-19, humankind has been working to be better about proactively PREVENTING it
- Friend from HS is a fire fighter in Nevada. I had a chance to visit his station and we talked a lot about how his job is really fire PREVENTION – he spends way more time on that than actually fighting a fire… So analogy of “organizational fire fighting” might be unfair to actual professional fire fighters.
- We think the fire has been put out, but there are embers…