Not Everyone is a Coward

The Ordinary World of OSR

Chaos...dust ..particles

Overwhelming waves of work

We could spiral downward at any moment.

There were villains.....

Then, a Call to Adventure

Refusal of the Call

But meanwhile, the bakers kept baking

If we become a true team, how will I outshine everyone?

What can I do to disrupt this process?

…some of us liked it the way it was

I function well in chaos!

Si Je PuisIf I Can…

The Meeting with the Mentor

In October of 2011, Jim begins meeting with the OSR team.

He does 3 crucial things

Reassures a very uncomfortable manager

1

Provides top cover

2

He helps us to establish simple rules and really enforces them

• ResAdmin• No status updates• Trouble shooting line

3

We freak out, we are accused of being “unsustainable,” “impersonal,” “lacking of customer service,” “the iron curtain”

Then, the Heijunka box arrives

It is no longer about who is the most organized but how the WORK is best

organized

The Heijunka begets…

Qualifications Matrix

Schedule

The Batters Box

7%30 Transactions per day

Which begets…

The Rapid Line

20%Which begets…

The Party Line

Which begets…

65%

Cradle to Grave Line

8%

Workflow

ResAdmin BATTERS BOX

RAPID LINE (3 Days)

CRADLE TO GRAVE (CTA + Negotiations)

PARTY LINE (Everything else)

Our work continues to be PDCA-ed

On February 23, 2011 we clear out over 208 pieces of WIP dating back to November of 2011, reducing the average backlog

of 268 pieces of WIP to 60. We emerge from that experience with increased commitment, enhanced strength, and deeply

united as a team

At Seattle Children’s Research Institute, OSR endeavors to go where Gemba will be…not where it has been.

We emerge transformed by our collective CPI experience, no longer fearful of the next round

of PDCA.

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