Managing Improvement Suggestions PDF

# MODULE 3: DEVELOPING PROBLEM-SOLVING AND INNOVATION CAPABILITY ## CHAPTER 5: MANAGING IMPROVEMENT SUGGESTIONS World-class teams and companies continuously want to improve their performance in various areas. A very important building block for doing this is to get team members involved with sugge...

# MODULE 3: DEVELOPING PROBLEM-SOLVING AND INNOVATION CAPABILITY ## CHAPTER 5: MANAGING IMPROVEMENT SUGGESTIONS World-class teams and companies continuously want to improve their performance in various areas. A very important building block for doing this is to get team members involved with suggestions for improvement. A suggestion management system assists in establishing a structured process that encourages team member participation and creativity in continuously improving the workplace. A well-run suggestion management system enhances motivation of teams to keep on improving. This is done through the effective recording and evaluation of ideas, management of the system, and giving recognition. - Give recognition/reward - Measure the impact - Get suggestions - Record suggestions - Evaluate suggestions - Provide support for implementation ## IMPORTANT INFORMATION Teams do not have to wait for management to launch an ideas management system - they can start their own so long. In fact, if you can find a good way in which to capture and manage ideas in your team, it could become the whole company’s system. ## STEP 1: Get suggestions The team leader needs to continuously encourage the team to think about suggestions for improvement. This can happen during regular team meetings (e.g., huddles), dedicated sessions to investigate problems and through enabling team members to register suggestions on a continual basis as opportunities for improvement are encountered in daily work. The following techniques can assist to facilitate the elicitation of ideas and aid in keeping the team energised and motivated to give suggestions: - 'What makes work difficult?' focus groups - ‘Eliminating different forms of wastes' focus groups - Generate suggestions in a brainstorming session using the PMI method on 'What if we could' questions - Performing Root Cause Analysis: - After evaluating Performance-Driven Team results (especially derived from information on the visual management boards) - When investigating near misses and events reported on the Hospital Events Management system - When investigating findings from internal and external audits, such as ISO14001 and COHSASA audits - Walk through the workplace and consciously look for improvement opportunities ## IMPORTANT INFORMATION Strive to include all improvement suggestions in the management system. Those that will make a smaller impact in the workplace, or those that have been implemented immediately should also be recorded. Not only does it encourage and motivate other team members, but all suggestions need to be recognised, whether the impact is big or small. A suggestion is anything that will change the work situation for the better permanently. ## STEP 2: Record suggestions Recording suggestions in a structured manner will help with implementation, evaluation and recognition. In its simplest form, such a system can be a whiteboard or any other space provided. Everyone should be able to clearly see it, so that people can know whether their suggestions are going to be implemented. A more sophisticated approach is where a form is used for recording ideas, such as a spreadsheet or a computer program with a database. One concern with such a system (spreadsheet or database) is that it is usually not visual. In such cases visibility should be provided through giving teams regular feedback on the way forward and progress made regarding submitted suggestions, for example by having a graph that indicates the number of suggestions given and the number implemented. ## IMPORTANT INFORMATION Although a suggestion box has value in some circumstances, (i.e., suggestions for a new name for the canteen), it is often not effective in a team to generate ideas. Rather talk to the team leader about the suggestion. Much value lies in the dialogue. ## STEP 3: Evaluate Suggestions Evaluate suggestions in terms of how much implementation will cost and what the expected benefits will be. A few columns can be added to the recording sheet to guide the team through the evaluation of their ideas. This should not be a major exercise, but a simple and as accurate as possible evaluation done by the team and team leader (where applicable). Make an effort, as far as possible, to quantify the expected benefits. ## IMPORTANT INFORMATION If the improvement suggestion will not cost much to implement and the advantages are clear, the team can go ahead with implementation. In the event that there is uncertainty about the cost, timing, or benefits, the next level of management is approached for advice. Some suggestions might not be suitable for implementation, but be sure to give feedback in an open an honest way — help the person who gave the suggestion to think of a new suggestion. A good suggestion management system ensures that there is a simple workflow that classifies ideas meaningfully and then guides different ideas through the necessary steps, for example 'just do it’ ideas can be expedited and ideas which require more careful evaluation and approvals are routed to the correct role players. ## STEP 4: Provide Support for Implementation Suggestions that are approved must be implemented as soon as possible. In this regard, support from management is critical. If this is not done, people will ask: “Why should we give ideas? It is not listened to or implemented!” Not only will momentum be lost, but people will also lose trust in the system. Respond quickly to suggestions in order to motivate the team. Ideally, feedback should be given within 24 hours. People will also be motivated if the manager invites senior management to some Continuous Improvement Teams; they will feel that they are listened to. This does not need to happen too often, but typically, every six months. During step 4, responsible people need to be assigned and a due date must be indicated. If necessary, an action plan should be drawn up for the implementation of more complex ideas. ## STEP 5: Measure the Impact After implementing a suggestion, its actual impact or benefits must be measured. Make an effort, as far as possible, to quantify the actual benefits. Some improvement results cannot be quantified in terms of monetary or other tangible measures. In such a case, list the intangible benefits. Record figures like waste, productivity and cost before and after implementation. Remember to take before and after photos where possible. ## STEP 6: Give Recognition/ Reward There are many positive ways in which to recognize implemented suggestions, without necessarily tying payment to it. Good managers have used some of these approaches to good effect over many years: - Celebrating success within the team - Presentations to senior management at monthly meetings - Presentations to team members at multi-level meetings - Senior management certificates of achievement - Well done posters (A0 poster, laminated) with a note written by the manager An example of a suggestion recording sheet that shows the suggestion and the person who suggested it, typical evaluation criteria, due date and responsible person. | 5 | 4| 3 | 2 | 1| SUMMARY OF SUGGESTION | PROBLEM STATEMENT | SUGGESTED BY | |---|---|---|---|---|---|---|---| | | | | | | | | | | | | | | | | Is it cheap (less than a certain Rand Value)? | | | | | | | | | Is it easy to implement? | | | | | | | | | Can we implement it ourselves? | | | | | | | | | Can it be implemented within 1 to 3 weeks? | | | | | | | | | Does it improve Patient safety? | | | | | | | | | Does it improve Patient Experience? | | | | | | | | | Does it improve Operational Efficiency? | | | | | | | | | TOTAL TICK MARKS | | | | | | | | | PRIORITY | | | | | | | | | DUE DATE | | | | | | | | | RESPONSIBLE PERSON | | ## ACTIVITY 9 1. As a team, decide how you will manage the suggestions. - Get suggestions: - Record suggestions: - Evaluate Suggestions: - Provide support for implementation: - Measure impact: - Recognition and reward: 2. Design a form that your team will use to record suggestions: ## GLOSSARY **5 Whys** 5 Whys is an iterative interrogative technique used to explore the cause-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a problem by repeating the question 'Why?' Each answer forms the basis of the next question. **5W1H** A method of asking initial questions about a process or a problem that was identified for improvement, in order to understand the current state. 5W1H stands for Who? What? Where? When? Why? And How? **Continuous Improvement Team (CIT)** A small group of people that have been called together for a specific period of time to solve a specific problem or to come up with a specific solution. This group can be made up of about three to five people from one Performance-Driven Team, or from different business areas and levels in the company. **Performance-Driven Teams (PDT)** A group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation that produce superior results. **Root cause analysis** A method of problem-solving for identifying the root causes (main reasons) of faults or problems. **Value Stream Map** A technique used to document, analyse and improve the flow of information or materials required to deliver a service to or produce goods for a client. Value Stream Mapping is a paper and pencil tool that helps to visualise and understand the flow of material and information through the value stream. Value Stream Mapping especially aims at indicating visually how value is added for the client from one process step to the next. **Visual Management** A technique where information is communicated by using visual signs, graphs and charts, instead of texts or other written instructions. It allows for quick recognition in order to increase efficiency and clarity.