Utilizing the 3Ms of Process Improvement: A Step-by-Step Guide to Better Outcomes Leading to Performance Excellence, 1st Edition (Paperback) book cover

Utilizing the 3Ms of Process Improvement

A Step-by-Step Guide to Better Outcomes Leading to Performance Excellence, 1st Edition

By Richard Morrow

Productivity Press

322 pages | 80 B/W Illus.

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Description

Why is it that some improvement efforts succeed while others fail despite robust change management programs and the often do-or-die pressure to improve? Quite simply, there are three elements that separate those that succeed from those that fail. They are the 3Ms—Measure, Manage to Measure, and Make-it-Easy.

Complete with forms, templates, and case studies from the aviation and manufacturing industries, Utilizing the 3Ms of Process Improvement supplies step-by-step guidance on how to use the 3Ms to achieve performance excellence that lasts. Suitable for a wide audience—including suppliers, manufacturers, and those who work in service organizations, schools, healthcare, and government—it is as much about the science of process improvement as it is about how to lead process improvement utilizing the 3Ms.

Illustrating applications of the 3Ms across a range of industries, the book weaves stories throughout about role models who have succeeded, as well as those who have failed. It identifies the specific elements that were missing or defective in the failed attempts to provide a clear understanding of how the three elements work together. Arming you with a culture change method based on changing behaviors, it provides a leadership and management guide to achieving your objectives.

The 3Ms have worked for Ben Franklin, Abraham Lincoln, and the author’s teams across the globe. Now, with this book, you can put the power of the 3Ms to work for you in your quest towards improving processes and reducing costs.

The author encourages reader interaction and feedback on his website: www.rpmexec.com. He also provides you with access to the forms and templates described in the book.

Reviews

In this book, Rick Morrow provides a clear, structured, and disciplined approach to improving processes and systems in any industry or organization in need of improvement. He gives readers great insight into how all the tools of improvement can indeed be used in an integrated approach to improve service or product reliability, quality, safety, utilization, and efficiency. He wraps this around straightforward steps and the management systems required to sustain improvements. A must read for all looking to improve an organization and delivery system.

—Charles Hagood, Founder & Past President of The Access Group, International Industrial and Business Services Consulting

As an international expert in quality and safety, Utilizing the 3Ms of Process Improvement is my go-to-guide for practical applications in process improvement. This is a must read for all professionals looking to create sustainable processes and improve outcomes.

—David Jaimovich, MD, President of Quality Resources International

Table of Contents

Overview of Process Improvement and the 3Ms

Outcomes Are the Result of Processes

Performance Excellence

3Ms for Process Improvement

Measure

Manage to the Measure

Make it Easier

Science of Process Improvement

Change Leadership

We Need All Three Ms to Sustain the Improvements

Case Study in Process Improvement

Utilizing the 3Ms for Process Improvement

3Ms, Scientific Methodology, Change Leadership

Key Points

Endnotes

Change Leadership

What Is Change Leadership? Change Management? How Do TheyDiffer?

The Need for Leadership in Change: A Case Study in Healthcare

Too Many Examples of Not Leading Change Well

Management and Leadership: Scientific Management

Perfect Example of Scientific Management

Definition of Manager and Leader

What Happens When There Is no Leader?

Leadership Principles

Abraham Lincoln on Leading Change

Leading Change to a Slave-Free America

Industry’s Change Leaders

Walking the Talk

Definition of Common Terms across Methodologies

Key Points

Endnotes

Resistance to Change and Process Improvement

Forces against Change: Resistance, Time, Natural Laws

A Quick Win against Resistance

Role of the Change Leader

A Policy of Change and Continuous Improvement

Piloting Changes

What Can Happen If Change Is Not Piloted First

Balancing Change and Continuity

The Emancipation Proclamation

What Happens When One or More of the Ms Is Missing?

Dr. Semmelweis and Washing Hands: The Right Change, but Why Is Change Needed In Healthcare?

Semmelweis’s Improvement Dies with Him

Forcing Doesn’t Always Work

The Force of Resistance

Benjamin Franklin, Electricity, and Change Leadership

Principles of Electricity Explain Resistance to Change

What You Can’t See Can Hurt You

Using Resistance to Help Lead Change

Electricity and Forcing Change Can Be Dangerous

Getting Change to Flow

Resistance to Change Can Vary within the Same Person

Resistance between Two Bodies

Resistance at Home

Key Points

Practicing Change Leadership

Endnotes

Process Improvement Methodologies

Overview of the Most Popular Methodologies

Work with Toyota and for Motorola

Motorola and Toyota Use Lean and Six Sigma Tools

PDSA and PDCA Compared to Six Sigma

All Good Methods Analyze for Root Causes before Solutions

Case Study of Late Shipments

Cross Reference of PDSA, Six Sigma, Lean, Change Leadership

Human Factors and Ergonomics in Process Improvement

Case Study: Human Factors Added to Lean Six Sigma

Hand Hygiene Change Leadership Issue

Failure to Engage Others with the Measure

Baseball and Managing to the Measure

Measures for Research Purposes

Measures for Process Improvement Purposes

Cedars–Sinai Using Measure and Manage to the Measure

Key Points

Endnotes

Roadmap for Process Improvement

Introduction

Start the Journey on Main Street

Getting Started on Our Journey

Possible Shortcut

Prepare for Change

Train

Envision

Articulating a Vision

Elements in a Vision Statement

Try Out Your Vision Statement

How Does One Communicate the Vision?

Abraham Lincoln’s Vision

Advocate a Vision and Continually Reaffirm It

For Whom the Bell Tolls

Engage

Enable

Quality Circles

Enabling during the Recession of the Early 1980s

Assumptions and Decisions

Empower

Key Points

Endnotes

Chartering the Process Improvement Work

The Charter

No Charter? Big Problem

Sharing Findings before Departing

Clear Definition of the Issue and What Was to Be Measured Are Key

The Final Report and Surprise

The Issue Statement

The Measures or Metrics

Outcome and Process Measures

Goals

Progressive Goals and Successive Successful Approximations

Measures and Goals to Build a Safer Culture

Hold Off on Financial Metrics Until

Scope the Work

Charter "Signatories"

Sponsor

Chartering Is Iterative

Sign the Charter

Key Points

Practicing Skills: Chartering

Endnotes

Stakeholder Analysis

Purpose of Stakeholder Analysis

Case Study in Stakeholder Analysis

Mission and Values of the Organization

Stakeholders

Overview of the SHA

Measuring the Gap: The Level of Resistance

Three SHA Scenarios to Know Your Strategy Upfront

Designing the "Circuit" to Achieve Flow and Manage Resistance

Difficult to Be Perfect

Them Is Us Eventually

Let’s Learn Stakeholder Analysis by Doing

Using the SHA Template

Time to Assess Each Stakeholder’s Buy-In

Key Points

Endnotes

Finding the Root Causes, Improving, and Controlling

Explore Together

Doctor Livingstone

Explore Together with Empathy and Patience

Building the Team

Case Study

Poor Service for a Major Customer and Its Customers

Work-Arounds in the "Factory of Hidden Defects"

Exploring Using the "Five Whys"

Explain

Experiment

Explore: Builds on Experimentation

Build Consensus

Train, Enable, Empower, Hold Accountable

Training in the Improvements

Enable

Empower

Hold Accountable

Key Points

Endnotes

Utilizing the 3Ms: Measure, Manage to the Measure, and Make It Easier

Introduction

Measure

Practicing Measure

Manage to the Measure

Make It Easier

Visual Management

Measuring Example

Managing to the Measure Example

Make It Easier Example

Takt Time: A Measure of the Pace Needed to Meet Customer Demand

Measuring: The Most Important M

Apply the First of the Three Ms and See the Value

Setting Up Your Experiment

Measuring the Baseline

Statistical Process Control Charting: Turning Data into Information

Sample Size

Hand Hygiene and the 3Ms

Ready to Observe

Alternative Experiment

The Hawthorne Effect

Desire to Increase Productivity

Utilizing the 3Ms by Changing the Measure

Incentive Piecework as a Measure

More on the Perverse Incentive Measure

French Restaurant Dining

The Hawthorne Effect Revisited

Case Study in Timeliness in Sharing the Measure

Key Points

Endnotes

What to Measure

Hidden Factory of Rework and Swiss Cheese

Getting Started: Preparing for Change, Chartering, and Stakeholder Analysis (SHA)

Case Study: 3Ms Improving Surgical Safety

The Measure Is Invented

Measuring the Errors to Reduce the Risk of Wrong-Site Surgery

Measuring the Quality of a Decision

Practicing Measuring

Setup

A Change In One Area May Affect Other Areas

Inventory Management

Measure What the Customer Measures

Base the Measure on Correlation with the Outcome

High Reliability Organizations: What Do They Measure?

A Safety Culture and How to Measure

Measuring the Inputs versus Just the Outcomes

Measuring the Culture

President Franklin D. Roosevelt’s First Inaugural Address

Key Points

Endnotes

Measure Risk to Achieve High Reliability

Measuring Risk

The FMEA Form

The Process Step or Design Function

Input, Failure Modes, Effects, Causes, and Scoring of Risk

Existing Controls

Risk Priority Number (RPN)

FMEA for IT

Data Can Be a Component In Today’s High Tech Equipment

FMEAs Don’t Always Prevent Catastrophic Failure

3Ms Lesson: Must Manage to the Measure, Not Just Measure

Facilitating a FMEA

Key Points

Endnotes

Measurement as a System

Overview

Measurement as a System

Measurement System Analysis (MSA) Critical in Utilizing the 3Ms

Analyzing a Measurement System

Qualities of an Acceptable Measurement System

Attributes of a Measurement System

Accuracy

Bias

Precision

Repeatability

Reproducibility

Designing a Measurement System

Performing a Measurement System Analysis (MSA)

MSAs Can Be Really Easy

Inaccurate Measurement Systems Can Lose Customers

A Measurement System Using Actual Data by Surgeon and by Procedure

Drawdown

Measurement Systems That Add No Value to the Client

Calibrating a Measurement System

Statistical MSA Methods

Categories and Types of Data

Checklists as Measurement Systems

Granularity

Discrimination

Overview of Performing a Gage R&R

MSA for Blood Pressure Reading

MSA for Attribute Data

Attribute Agreement Analysis

Moderate Risk of Harm

The Soft Drink Challenge with AAA

Stability

Linearity

Overview of MSA for Continuous Data and High Granularity

Gage Repeatability and Reproducibility (Gage R&R)

Precision to Tolerance: (%P/T)

Knowing Good from Bad

Percent to Total Variation %P/TV

% Contribution

Using Minitab in Measurement System Analysis for Gage R&R

Sampling

Should I Measure 100% or Sample?

Sampling Quality

Key Points

Endnotes

How to Share and Communicate Measurements

Charting

Pareto Charts

Pareto to Reduce Resistance

Statistical Process Control Charts (SPC)

First SPC Chart: May 1924

High Reliability Organizations (HROs) and SPC

The "Swiss Army Knife" for Process Improvement

Components of the SPC Control Chart

Control and Out of Control

Case Study

Call Center Wait Times

Using a Simple Histogram to Create SPC Chart Parameters

Reliability and SPC

SPC Is Often Preferred in Managing to the Measure

Prove Change Really Occurred

Change Management without SPC?

Frontline Workers Have Been Using SPC Since the 1920s

Run Charts

Key Points

Endnotes

3Ms: Manage to the Measure

The Scoreboard

Visual Management

What to Expect Short Term and Long Term from Measuring

Instructing and Coaching

Training within Industry

Job Instructions

Job Methods

Job Relations

Program Development

Standard Work to Manage to the Measure

Coaching is Key in Managing to the Measure

Coach’s Playbook

Key Points

Endnotes

3Ms: Make It Easier

Performance Improvement in Making It Easier to Change

Case Study

Store Staff Spending Time with Customers

Job Satisfaction

Making Change Easier Is What We Need to Do

Prepare Stakeholders for the Change

Train

Envision

Engage

Enable

Empower

Explore Together

Satisfaction and Loyalty Measurement

Explain

Experiment, Explore, Build Consensus

Choosing the Best Countermeasures

Piloting and Choosing the Best Countermeasures

Piloting to See if the Measure Moves

Train, Enable, Empower, and Hold Accountable

Mindfulness and Control

Mindfulness

Commitment to Resilience

Case Study

University of Pennsylvania, Penn Medicine Utilizing the 3Ms

SPC Making It Easier

The 3Ms Are the Most Important Tool for Leadership and Process

Improvement Leaders Including Change Leaders to Sustain the Gains

Key Points

Endnotes

High Reliability

Case Study: SKF

High Reliability Program Number 1

High Reliability Program Number 2

The Products Surrounding the Variation

Scrapping versus Inspecting

Utilizing the 3Ms in Zero Defects and SWOC

High Reliability Program Number 3: Building a Safety Culture

A Story of a Seal and Its Grease

Change Isn’t Always Easy, Except

Stakeholder Analysis Revisited for Making It Easier

Designing an Experiment Should Start with the People Doing the Work

Key Points

Endnotes

Summary

Mistake-Proofing?

Mistake-Proofing Promotes Defect Prevention versus Detection

Types and Levels of Mistake-Proofing Devices

Human Error Drives Need for Mistake-Proofing

Mistake-Proof Approaches

Train, Engage, Enable, and Empower the People Doing the Work

Reinforcing Continuous Process Improvement

Key Points

Endnotes

Appendices:

Roadmap for Performance Excellence™

Process Improvement Foundational Tools

The Emancipation Proclamation

Charter Template

Stakeholder Analysis Template

Hand Hygiene Data Collection Sheet

Hand Hygiene Compliance Chart for Posting

Measure: Data Collection Tool

FMEA Severity, Occurrence, Detection Tables

Gage Repeatability and Reproducibility Measurement System Analysis

Index

About the Author

Rick Morrow is a consultant with more than 25 years of senior leadership experience in healthcare, aviation, construction, automotive and high tech. Morrow leads Healthcare Performance Partners’ Quality, Safety, and High Reliability unit, a MedAssets company. He has authored Lean Six Sigma performance excellence courses and taught and deployed programs internationally for Eaton Corporation, SKF, Motorola, United Airlines, The Joint Commission, and Healthcare Performance Partners.

Morrow is the author and leader of HPP’s Six Sigma consulting and wrote and leads the Belmont University Lean Healthcare Certification Program for Supply Chain Professionals, which is a blend of The Toyota Production System, Six Sigma, and Change Leadership. Morrow also wrote and taught The University of Penn’s Penn Medicine Leadership and Performance Improvement courses. He authored the Lean Six Sigma Program at The Joint Commission and led its Center for Transforming Healthcare, where he and his team led collaborations improving patient care and safety with major academic medical centers including Cedars-Sinai, Johns Hopkins, Mayo Clinic, Intermountain Healthcare, North Shore Long Island Jewish, and Stanford University.

Morrow earned his MBA from the University of Illinois’ Executive Program and has a B.S. in Business from Illinois State University. Certifications include Motorola Master Black Belt and Lean Enterprise from the University of Tennessee. He is an international speaker on Lean Six Sigma, Quality, and Safety at conferences including NPSF, ASC and ASQ.

Morrow is also the author of the companion book, Utilizing the 3Ms in Process Improvement in Healthcare, and is a contributing editor on performance improvement, quality and safety publications. He is as proud in his work coaching his son and daughter in baseball and soccer and leading as President of Holy Family Commission of Education.

Subject Categories

BISAC Subject Codes/Headings:
BUS042000
BUSINESS & ECONOMICS / Management Science
BUS101000
BUSINESS & ECONOMICS / Project Management