Collecting, Implementing, and Tracking Improvement Ideas: Kaizen Boards to Promote Staff Engagement

This session will describe steps taken to promote staff-driven continuous improvement through a Kaizen Improvement Board mechanism to collect, implement, and track staff ideas. While this Rehab Services department had improvement initiatives underway across >35 teams and >700 staff, initiatives were mostly leadership-generated. Kaizen Improvement Board champions were identified at 5 pilot sites. Multiple Plan-Do-Study-Act cycles refined the idea collection and tracking process. Site champions were integral to Kaizen Board implementation. Over 3 months, staff generated 43 ideas. 86% were completed or in progress at the pilots conclusion. Champions recommended scaling Kaizen Improvement Boards to all Rehab teams.

Tool: Kaizen Improvement Board

Problem: Prior to Kaizen Board pilot, there was no standardized mechanism for generating, vetting, communicating, or tracking staff-generated improvement ideas. Improvement ideas tended to be leadership-generated rather than staff-generated. There was inconsistent communication to close the communication loop when ideas were successfully implemented or when ideas were unable to be implemented.

Tool Selection: A mechanism to promote staff-generated improvements was sought to promote a culture of continuous improvement. The Kaizen Improvement Board was intended to provide a standardized and transparent mechanism for generating and collecting staff improvement ideas. Tracking each idea’s progress was important to the pilot group to promote staff engagement.

Usage: In Plan-Do-Study-Act (PDSA) cycle 1, Kaizen champions developed an electronic Kaizen board questionnaire for idea submission and QR code to be posted in teams staff area. In PDSA cycle 2, Kaizen champions tracked progress of improvement ideas, as well as the overall impact of the Kaizen board pilot.

Results: At least 1 improvement idea was submitted in each team per month on average. Of the 14% of ideas unable to be implemented, 100% achieved closed-loop communication follow-up. 86% of ideas were completed. Champions and PDSA cycles were crucial. Pilot champions recommended adopting and scaling to all Rehab teams.

Associate Director of Quality, Rehab Services at Ohio State Wexner Medical Center
Associate Director of Quality, Rehab Services - Ohio State Wexner Medical Center

Speaker Type: HQ Best Practice Tools On-Demand

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