Iterative development of visual control systems in a research vivarium

• Published in: PloS one 2014-04, Vol.9 (4), p.e90076-e90076
• Main Authors: Bassuk, James A, Washington, Ida M
• Format: Article
• Language: English
• Subjects: Academies and Institutes; Ammonia; Automobile industry; Automobiles; Automotive engineering; Automotive industry; Biology and Life Sciences; Cages; Children; Computer and Information Sciences; Control systems; Cures; Diseases; Efficiency, Organizational; Employees; Engineering and Technology; Humans; Inspection; Iterative methods; Laboratory animals; Management; Medicine and Health Sciences; Principles; Problem solving; Productivity; Proofing; Pull system; Queues; Reintroduction; Science Policy; Scientific method; Social Sciences; Studies; Total Quality Management; Visual control; Work in process; Workflow
• ISSN: 1932-6203; 1932-6203
• DOI: 10.1371/journal.pone.0090076

The goal of this study was to test the hypothesis that reintroduction of Continuous Performance Improvement (CPI) methodology, a lean approach to management at Seattle Children's (Hospital, Research Institute, Foundation), would facilitate engagement of vivarium employees in the development and sustainment of a daily management system and a work-in-process board. Such engagement was implemented through reintroduction of aspects of the Toyota Production System. Iterations of a Work-In-Process Board were generated using Shewhart's Plan-Do-Check-Act process improvement cycle. Specific attention was given to the importance of detecting and preventing errors through assessment of the following 5 levels of quality: Level 1, customer inspects; Level 2, company inspects; Level 3, work unit inspects; Level 4, self-inspection; Level 5, mistake proofing. A functioning iteration of a Mouse Cage Work-In-Process Board was eventually established using electronic data entry, an improvement that increased the quality level from 1 to 3 while reducing wasteful steps, handoffs and queues. A visual workplace was realized via a daily management system that included a Work-In-Process Board, a problem solving board and two Heijunka boards. One Heijunka board tracked cage changing as a function of a biological kanban, which was validated via ammonia levels. A 17% reduction in cage changing frequency provided vivarium staff with additional time to support Institute researchers in their mutual goal of advancing cures for pediatric diseases. Cage washing metrics demonstrated an improvement in the flow continuum in which a traditional batch and queue push system was replaced with a supermarket-type pull system. Staff engagement during the improvement process was challenging and is discussed. The collective data indicate that the hypothesis was found to be true. The reintroduction of CPI into daily work in the vivarium is consistent with the 4P Model of the Toyota Way and selected Principles that guide implementation of the Toyota Production System.