Kaizen Event ((What process or team member requirements or limitations exist? What do you need to be successful?) Maintain the quality of the current inspections Inspection requirements must meet state law Inspectors work will be maintained within current budgeted hours Other job duties of inspectors will not be affected 9. Team Members and Roles (Who is directly involved and How? Training Needs?) Name Role Work process related interests / concerns Project Expectations Project, QI skills Jenny Bardroff Process Owner Env. Inspector Take over the process at the end of the week to implement within the department and do regular check-ups to ensure new process is being followed. Env. QI Steering Committee Leader. Brittany Parker QI Leader QI Leader Lead the team through the Kaizen event. Trained in Kaizen and QI Coordinator for HD. Judy Mattingly Public Health Director Director Keep tension low and focused on track when things might get derailed. Past QI Coordinator for FCHD. Outreach Team Kendra Palmer Env. Director Env. Manager and Inspector. Determine what can and can’t be done due to regulations. Field Expertise. Work Process Team Wesley Clark Environmental Env. Inspector. Inform group of daily procedures and input on new procedure. Field Expertise – main inspector for restaurants. Becki Casey Env./Admin. Personnel and Env. QI participant and help with administrative environmental duties. Administrative QI Steering Committee Leader. Outreach Team Michelle Searcy School Health Supervisor Wild Card Ask questions! QI skills developing. Work Process Team Priscilla Robinson Env./Admin. Env. Support staff. Let us know what is or isn’t feasible with the new process and help us understand the old process. Work Process Team Training Needs: (How will you achieve the result? What is the basic approach, activities to go about solving the problem?) BY: Example: Kaizen event (Confirm, Prepare, Perform, Institutionalize) Example: 5 S event (Sort, Shine, Straighten, Standardize, Sustain) Draft the detailed project schedule
Weekly planning and scheduling Using the 57 report and the inspection look ahead data, create a mock schedule. Simulate walk-in callers and determine how communication is conducted. Thu Kendra and team Schedule is produced by team and flex points are understood by all. Walk-in interruptions will be routed to manager for disposition and not handled by other team members. Build next week’s plan Thu Kendra and team Schedule will be built with inspection list and existing other pending duties New phone messaging Dial into FCHD phone system as a customer. Listen to message and navigate to Environmental team and also to imminent health hazard reporting area Thu Becki New message will be available. Navigation to Environmental Team will be routed to Team Manager’s line and imminent health hazard reports will be routed to the admin number. New physical communication materials Walk through environmental offices and determine office hours Wed Kaizen Team Signage will be clearly posted showing office hours at the front entry and also at the environmentalists offices. Office hours process test Observe office hours and processing of pending issues Fri Kaizen Team Strict control of hours will lead to team getting into the field promptly at 9:30 and interruptions will be managed by Manager. 15. Results: paste graph/table of actual trial performance Area Test Test Output Test Pass/Fail Weekly planning and scheduling Using the 57 report and the inspection look ahead data, create a mock schedule. Simulate walk-in callers and determine how communication is conducted. Schedule created. Manager took all queries during simulation Pass Build next week’s plan Plan successfully created Pass New phone messaging Dial into FCHD phone system as a customer. Listen to message and navigate to Environmental team and also to imminent health hazard reporting area Phone messages were successfully changed and are forwarded to the correct extensions. Pass New physical communication materials Walk through environmental offices and determine office hours New signage posted at front and on offices. All are visible Pass Office hours process test Observe office hours and processing of pending issues Pass
_ LEARN _ (For the trials, what worked and did not, why and what are you doing as a result? Is the result repeatable?) Reasons Learning: Why? Direction: Actions to be taken +Weekly schedule meeting test fount that we weren’t looking at backlog Testing helped up find holes in our thinking so that we ended up with a better process. Continue to test in events. + Marking, advertising, and outreach activities got done during event + We had someone on team who could change phone system If communication is needed, ensure that someone can represent that on team so that you can get this work organized and done during the event. Address communication when selecting the team members to ensure it is covered. +Pilot test day was pretty typical of what we experience Holiday weekend followed the event week Don’t have normal plumbing inspector Can’t test for “disaster” scenarios Test or simulate testing of a typical day so that we know whether our schedule method our average work (what we are targeting in this event). Try to schedule testing for typical days or simulate a typical day at follow-on events. + A method to create a master list for inspections was figured out Have broad data access on team is needed so that appropriate analysis and solutions can be created. Continue to discuss data as part of prepare step, hold event in location where physical data is located, and ensure team has someone with broad access to system data. Can’t test for “disaster” scenarios Test as much of process as possible so that the best process is created. Plan for testing early (start on day 3, if possible) during event. Didn’t have knowledge to handle “8 ring” issue Where you might need outside help, try to let them know in advance so that you might be able to use their expertise on an ad hoc basis. Consider in future events. _ INSTALL _ (Steps to operationalize the new process and make it stick. Attach new process map below.) Update the project schedule or Action Items List Area What Who By When Job Aides Electronic boil water notice Jenny Checklist 12/31/15 Reverse 911 6/30/16 Working with others Brittany Cards for Environmentalists desks 9/11/15 All staff training 12/15/15
Outreach Website / Facebook update Becki Website Jan 2016 Facebook 9/8/15 Business cards with office hours Priscilla Stickers 9/10/15 Reprint cards TBD New signage posted on door Becki, Judy, Brittany Door wrap 10/30/15 Temp. sign 9/2/15 State Journal Article Debbie, Wes 9/13/15 Working on Wellness (WOW) program Environmental Team, Debbie, Judy (script) Air 11/30/15 Script 9/3/15 Media Release 9/5/15 Board of Health Reports Brittany, Kendra Quarterly report 11/9/15 Spotlight Feb 2016 News & Views article Brittany 9/30/15 Phone Recording and Voicemails, email signatures and out of office updates Becki (phone, VM) Jenny (email, out of office) Recording 9/11/15 Voice Mail 9/2/15 Email signatures 9/11/15 Out of office 9/11/15 Content for Cable 10 Scrolling Ad Judy 11/30/15 Chamber Newsletter Wes 9/2/15 Call Matrix about ring numbers Becki 9/3/15 Brittany access to EHMIS Jenny Request sent 9/3/15 Access 9/30/15 Work Process Develop master list Morry, Brittany 9/4/15 Weekly planning meeting - Mondays Kendra 10/5/15 Priscilla to do food safety classes Jenny, Priscilla Hand off 2/3/16 Ride along 2/3/16 Fax out of county dog bite to appropriate location Priscilla, Jenny 9/8/15 Kendra screen complaints (follow-up to regular) Kendra 10/5/15 Meet weekly to set and review plan Environmental Team 10/5/15 Schedule for “disaster” time adjustments (who handles if…) Kendra 10/5/15 Justin Carey follow-up Jenny 9/3/15 Job Aid for creating measure Brittany, Morry 9/4/15 18. Measure Success Attach graph/table of installed performance measures Attach photo of current Continual Improvement System