Developing a Culture of Continuous Improvement Australian Red Cross - - PowerPoint PPT Presentation

Developing a Culture of Continuous Improvement

Australian Red Cross Blood Service - Brisbane Processing Centre

Presented by; Josh Duncan & Joe Patkes March 2016

Presentation Outline

The Blood Service Early CI Where to now?

What We Do & Who We Are?

Suppliers of blood and blood products States and Territories / Commonwealth Governments Standing Council on Health (SCoH) Jurisdictional Blood Committee (JBC)

Membership comprise Commonwealth, State and Territory Ministers with responsibility for health matters

National Blood Authority (NBA) Suppliers of fractionated components

Corporate Strategy & Performance Medical, Transplantation & Quality Services Donor Services Manufacturing Supply Chain Patient Donor Finance, HR, R&D, IS

We are organised pretty similar to most Manufacturing businesses…

With a few key differences

OUR RAW MATERIAL OUR CUSTOMERS OUR PRODUCTS

• We rely on voluntary blood donors as our raw

material

• We need to market to our donors as if they are

customers

• Recipients of our products, patients, are by

definition vulnerable

• They do not generally make the buying decision
• Our products are supplied free at the point of

sale

• We collaborate with governments and clinicians

to minimise use of our products

Type of Blood Donations

Post Donation – Whole Blood

Post Donation – Apheresis Plasma & Platelets

What Blood Products Do?

Red Cells The main function of these cells is to carry oxygen from the lungs to all the cells of the body and remove waste products such as carbon dioxide. Plasma It is the straw coloured fluid in which the red cells, white cells and platelets are suspended. It contains very important nutrients and clotting factors which help to prevent or stop bleeding. Platelets Platelets assist in the blood clotting process. They are literally tiny plates that wedge together covering tears in the blood vessels and preventing blood from leaking into surrounding tissue. Platelets are used primarily in the treatment of people with various cancers. Diseases such as leukaemia and medical treatments like chemotherapy can decrease a person's platelet count.

Blood Product Supply Chain Overview

BLOOD SERVICE

Blood Collections Processing & Testing Customer Service and Order Fulfilment Hospitals Donors Approximately 500,000 unpaid donors Approx.150 hospitals (excludes a number of minor clinics) 10 depots – 5 at processing centres (Melbourne, Sydney, Brisbane, Perth and Darwin) and 5 more (Canberra, Adelaide, Townsville, Hobart and Cairns) 5 processing centres in Melbourne, Sydney, Brisbane, Perth and Darwin (there is no testing in Darwin) 30 mobile collection units 78 static collection units

Inventory is held at our main processing centres (red) and at strategically located depots (black)

2015

Drivers for Lean



Expects adequate, safe and secure supply of blood products



Expects us to use its funding wisely on behalf of taxpayers



Judges our performance against that of our peers

• Can meet the Government’s expectations
• Meet the needs of the patients who rely on us
• Honour the contribution of our donors

Our Government: By embracing lean methodologies:

Lean Journey 2011 – 2014

Manufacturing Identity Launched First rollout Lean Practitioner Training Lean Awareness for Manufacturing Supervisors Lean Leadership – Manufacturing, Donor Services, HR, Corporate and Strategy

May 11 May 12 Aug 12 Apr 13 Nov 13 Mar 14 Apr 14 May 14 Aug 14

Manufacturing Division Created National Lean Manufacturing Team Created Regional Lean Coordinators Executive & All Divisions Lean Leadership Rapid Improvement Events Introduced

Focused on Foundation and Leadership Training

Lean Journey Cont. 2014 – 2016

Lean Awareness for all Manufacturing team members Are we Solving the right problems? BPC Value Stream Mapping workshop 1st Lean Practitioner projects completed

Sept 14 Nov 14 Dec 14 Mar 15 Jul 15 Aug 15 Oct 15 Jan 16

BPC Lean Coordinator appointed BPC Line of sight workshop BPC Team Member Lean Practitioner training Suggestion Scheme takes flight

Regional Awareness, Training and Projects

Embedding Lean in the Strategy

2014

(Internal) Manufacturing KPIs

SAFETY QUALITY SERVICE COST OUTCOMES FOR CUSTOMERS OUTCOMES FOR PEOPLE

HAZARD: INCIDENTS REPORTED RATIO RIGHT FIRST TIME DIFOT PRODUCTIVITY and COST PER PRODUCT CUSTOMER SATISFACTION EMPLOYEE ENGAGEMENT

We will continue to focus on improving the safety of

• ur workplace

We will continue to focus on producing quality products We will improve efficient & reliable delivery

• f our product

We will responsibly manage our costs & maximise conversion

• f donations

to component We will deliver products & services that are nationally consistent, reliable and meet the needs of our customers We will attract & retain the best staff for the work we do

Restructure of Production Activities

Provides the catalyst for change, coordinates Lean & RIE programs Supports the business through coordination of non-core and administrative services Provide scientific and technical support, troubleshoots, manages deviations

Scientific & Technical Services Team

Administration Lean Coordinator

Undertake core testing

Testing Team

Process blood components

Processing Team

Production

Scientific and diagnostic services

Red Cell Reference Team

Quality control of production

Process Control Team Specialist Services

Manufacturing Support

Focused on targets, efficiency and quality, delivering the production schedule in a nationally consistent way Focused investigation, service, quality and building expertise in a nationally consistent way Focused on enabling production and continuous improvement in a nationally consistent way

April 2014

Processing Productivity

• Post implementation, 9% increase for 2013-14
• As at Jan 2014-15 YTD, a 15% improvement

2000 4000 6000 8000 10000 12000 14000 SPC MPC BPC PPC National

Weighted Processed Components per FTE

Testing Productivity

All four major processing centres have continued to achieve productivity improvements after the introduction of the new structure in April 2014.

• Post implementation, 16% increase for 2013-14
• As at Jan 2014-15 YTD, a 45% improvement

4000 6000 8000 10000 12000 14000 16000 SPC MPC BPC PPC National

Core Tests per FTE

Cultural Change and Lean, post restructure

• Daily production meetings and huddles focusing on manufacturing requirements
• Daily – Weekly Gemba walks, monthly across shift Toolbox communications
• Suggestion scheme launched with a focus on JDI’s (just do it) and Kaizen

events – we want your ideas

• Introduction of visual management into all areas of Manufacturing (and also

uptake into Donor Services and Medical Services)

• Production scheduling tool utilisation, brain storming sessions, adhoc problem

solving and 5S

Work practice changes implemented which focus on manufacturing and lean principles: April 2014

BPC - Suggestions

Strategy Deployment - Acid Test – March 2015

In any division and any team member….. Could you get the correct answer to the following questions?

1.

What is the KPI’s/Strategic Plan for this business over the next few years?

2.

What are you doing that is different to contribute to our KPI’s/Strategic Plan ?

Most Team Members answered question 2 of the acid test = they are doing Nothing!!!!!

“Doing nothing, is a great way to change nothing”

Kid President

What’s our Foundation?

Name some of our Objectives from Strategic Plan?

What are Our targets?

Objectives Key Performance Indicators National Regional 15-16 Target 14-15 Result 15-16 Target 14-15 Result SAFETY

Continue to improve the safety of our workplace Hazard: Incidents reported ratio > 50% N/A > 50% N/A

QUALITY

Continue to produce quality products Right First Time ≥98.5% N/A ≥98.5% N/A

SERVICE

Improve efficient and reliable delivery of our products Delivery In Full On Time (DIFOT) ≥97% Red Cells 96.8% Platelets 96.2% Cryo 93.7% ≥97% Red Cells 97.0% Platelets 97.0% Cryo 97.0%

COST

Responsibly manage our costs and maximise conversion of donations to components Productivity: Testing Processing Customer Service Order Fulfilment 18,200 13,000 931 532 14,987 12,151 N/A N/A 22,040 15,776 N/A N/A 18,100 15,101 N/A N/A Cost Per Product <$85 85 86 86

CUSTOMER

Deliver products & services that are nationally consistent, reliable and meet the needs of our customers Customer Satisfaction 8.9 8.9 8.9 9

Driving Lean culture?

4 Lean Principles

We work in a standardised way We do our work at the right time driven by our customer requirements. We level out activities across the time available. We never pass on poor quality to the next process.

5 Lean Behaviours

We go, look and study at the place where the work happens. We respect the individual and utilise their potential. We work as a team. We constantly challenge the current situation. We strive to make small improvements every day.

August 2015

Why Value Stream Map?

Problem We had no clear line of sight between the numerous projects / improvement activities being undertaken at the BPC and the Corporate or Manufacturing strategic goals and targets. This was resulting in potential wasted effort in resources, time and an inability to meet crucial business deliverables. Goal of the work shop The goal of the workshops is to develop and agree on roadmap of activities for the BPC that will contribute to the Red Cross Blood Service strategic goals & objectives

August 2015

BPC’s Value Stream Mapping

Line of Sight

Value Stream Mapping

Charter of Continuous Improvement Projects

Where’s our Non-Value processes?

Processing Testing

Order Fulfilment /Customer Service Red Cell Reference

Where’s our Non-Value processes Cont.?

Team Project Heading Time Frame Team Project Heading Time Frame

Customer Service - work load and Resourcing short Order Fulfilment/ Processing Time ready for O neg red cells - Visual Management short Order Making Process - IVIG and Research orders - Review process looking for quick wins medium Processing Platelet release time - Set up Standard Work short Customer feedback - Customer ordering patterns i.e. cut off times - SLA medium Remove the use of dry ice for plasma boxing - Review standard work short New AHP approvals - Review Process medium Processing Shipper unpacking area - safety improvement short Customer Service - layout review medium Processing - Buffer / Shipper management short Managing in coming calls into Customer Service - System/ Equipment long Release label CMV - visual board short Loading dock Trolley signage - Visual Management short Review the value of blood-in forms medium Dispatch window - answering door / buzzer for non blood service related enquiries - QUT short Reduce centrifuge cycle time medium Order Fulfilment - Buffer / Shipper management medium Processing - layout review medium Order Fulfilment - layout review medium Ensure right details entered in NBMS to eliminate need for discard checking / correcting errors @ receipting long Portable interface/unit with NBMS - CSL plasma issue long Processing hyperimmune HEP-A plasma to transform @ SPC long Manufactured Product Review - Ordering, Receipting, Inventory long Scheduled work - Set KPI for BCS - setting batch times short CMS Improvements - Training for Transport Team Members short Testing - Buffer / Shipper management short Transport - Buffer / Shipper management medium Checking Plates for PK results - can use photo - reduced safety RSI - Review manual handling short Review Driver's run schedule - GPS, Go Booking, Blood in schedule. medium BCS why do we have the highest false positive rate medium Processing, Testing Move BCS into a Processing task long Testing - layout review medium Processing, Testing, Transport Blood In Schedule - All medium Consignment tracking for sample shippers, Shipper tracking from Centres - CMS long Investigate actual numbers of HTAB - Platelets needed per day - Review short Better alternative packing type CSR - Dry Ice medium Automated print anomalies - Review short Transport

Charter of Continuous Improvement Projects For BPC 2015/16

Customer Service/Order Fulfilment Processing RCR Testing

Learnings from recent developments

• In some parts of the business there are still pockets of

resistance to change, this requires independent change initiatives.

• Value Stream Mapping event – was a game changer for morale

and other lean activities – TM Lean Practitioner Training

• Still finding it difficult to get staff off the floor in some teams to

complete improvement events.

• Great value from team owned Just Do It’s (JDI).
• Local leadership team driving Lean improvements – Lean

Leaders

Quality – Right First Time Target >97.0%

Value Stream Mapping Lean Practitioner Training

1332 1058 742 720 715

Components Not Required

Safety – Target 50:50 Hazard to Incident

Safety Gemba walks introduced

Customer Satisfaction – Target >8.8

Manufacturing Restructure

Lean Maturity Self Assessment

Any Questions?

Joe Patkes BPC Production Manager Jpatkes@redcrossblood.org.au Josh Duncan BPC Lean Coordinator Jduncan@redcrossblood.org.au