PPT-ReTh i nking at HAP A Continuous Improvement (CI) Journey

Health Alliance Plan HAP 52016 Michigan Lean Consortium Healthcare Symposium Business Transformation Continuous Improvement Objectives Provide background of HAP Health Ford Health System and Henry Ford. P-12 Success. …. 1. The California Way. Teaming up for . P-12 Success. …. 2. What does it take?. Courageous Leadership. State Systemic Policy Reform. 3. Mike Kirst, “On California, 2/20/17”. 4. Scott Blaska – CIO, Kingdomway USA (Vit-Best Nutrition parent). Michael Ochi – AS Solution Architect, QAD Inc. . May 9, 2017. 2. This presentation includes forward-looking statements about QAD and its business. These statements are subject to risks and uncertainties that may cause actual results and events to differ materially.  These risks and uncertainties are detailed in QAD’s SEC filings, including the company's latest Annual Report on Form . The Lessons of History. (or, There is nothing new under . the sun. ). SCM 352. Dr. Ron Lembke. Eli Whitney. introduced interchangeable parts in large musket contract for U.S. Army . Interchangeable parts the true secret of Ford’s success. …. 1. The California Way. Teaming up for . P-12 Success. …. 2. What does it take?. Courageous Leadership. State Systemic Policy Reform. 3. Mike Kirst, “On California, 2/20/17”. 4. …rests on the belief that educators want to excel, trusts them to improve when given the proper supports, and provides local schools and districts with the flexibility to deploy resources so they can improve.. August 4, 2016. Caitlyn Theisen. Basic Continuous Improvement. 8 Simple Steps to Organizational Improvement & Employee Engagement. Introduction. Definition and Purpose. CI Process in Eight Steps. Darren Murphy, CFO & Senior VP Corporate Services. How do we increase the number of improvement opportunities per employee?. The Kick-Off. 45 Day Challenge. (The Ask). I will. :. Identify and make at least 1 local improvement . L. E. A. R. N. T. O. D. O. B. Y. D. O. I. N. G. E. S. T. A. B. L. I. S. H. E. D. 1. 9. 2. 0. Terminal Learning Objective. Action: . Administer Continuous Process Improvement. Conditions: . Given the DoD Continuous Process Improvement (CPI) Transformation Guidebook, Summary Sheet, a computer system, and awareness of Operational Environment (OE. Intermediate Cost Analysis. and Management. 1. 10.1. Which Would You Rather Have?. A million dollars today. -or-. A penny today plus twice the previous day’s input for a month?. (i.e. 2 cents tomorrow, 4 cents the next day, etc) . Jack Strong – Director EMEA for . Leankit. Two tools from Lean to help you:-. Plan/Do/Check/Act (PDCA). . Continuous Improvement Cycle. Policy Deployment Catch Ball. . Deploying . Improvement Strategy/Policy . Introduction: Why Continuous Improvement and why now?. The Perfect Storm. Updated AdvancED Standards, Content & Protocol Updates. New Law: ESSA. (Increased Flexibility & Ownership) . Improved Technologies: eProve. Presented by. Jeff Hajek. Gotta Go Lean. Tim McMahon. A Lean Journey. Version . 9/13/2011. © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.. All Rights Reserved.. Go to the . Gemba. Go see for yourself at the place the work is done. . Solving Problems that Change Lives . Manager and Supervisory Core. MN Office of Continuous Improvement. Minnesota Department of Administration . |.  mn.gov/admin. Why are . you. here?. Introductions:. community’s experience. Good habits. Clear Vision. Realistic Timeframe. Good habits. Basic adherence to process and policy. System of continuous improvement. Good habits. Basic adherence to process and policy. Building a . Continuous Improvement . Culture. Tracy O'Rourke, . Managing Partner, GoLeanSixSigma.com; . Lean . Six Sigma Green Belt Instructor, UC San Diego Extension. The Role of Leaders. In Building A Continuous Improvement Culture.