We love highlighting the great work of our KaiNexus customers. Here's a Q&A with Jonathan M. Bykowski, AIA, Principal and Practice Area Leader, Continuous Improvement for Array Architects. From his bio:
Jonathan has dedicated his architectural career to the design of healthcare facilities. He has experience in a wide range of architectural disciplines, including conceptual design, master planning, schematic design and the interface of design development with construction documents. As a Lean facilitator, Jonathan infuses process improvement into each step of the design process. Jonathan’s passion for process-led design drives him to challenge traditional design solutions and approaches.
When we were first rolling out KaiNexus at Array Architects, our CEO Carl Davis identified an opportunity for improvement regarding an accounting issue and entered it into KaiNexus.
I was leading the KaiNexus implementation, and was traveling at the time. I logged into KaiNexus while still out of the office and assigned the opportunity for improvement to Christine, an accountant at our firm. I then created a team with representatives from Accounting, Project Management, and a consultant. I knew that they were going to get an automated email from KaiNexus, so I used the comment feature to send out two quick emails directly from KaiNexus – one to the woman I’d assigned the opportunity for improvement to saying I’d coach her through the process when I got back, and one to the rest of the team requesting that they review a PDSA A3 template I’d attached to it.
Because my team included high-level personnel with busy schedules (including a CEO and a Regional VP), I figured it would be at least a week before they were able to get together to discuss the opportunity for improvement. I used KaiNexus to task an administrative assistant with scheduling a meeting. This resulted in the assistant submitting an opportunity for improvement of her own regarding scheduling meetings; it had always been hard for her to tell who needed to participate, but attaching the task to an opportunity for improvement in KaiNexus allowed her to see who was collaborating on the project, so she could tell who needed to be included.
At that point, I figured I was done with the opportunity for improvement for now – after all, no one on the team had received formal KaiNexus training yet, so how much work could they get done?
It turns out, quite a bit.
Check out this interview with Jonathan to hear about Array's KaiNexus rollout, their executive engagement, and soem examples of the work they're doing in the system.
"I much prefer simple over sexy if the “simple” is not going to become a barrier. The fanciest technology on the planet looks really slick, but if it causes people to not use something because it’s too hard to figure out how to turn it on or remember their password, then it doesn’t do us any good. But as much as I wanted a simple whiteboard with some magnets and an eraser, we just couldn’t manage that across seven offices.
So we looked for a digital version of the Kaizen board, and we found a platform called KaiNexus that actually wound up, in the end, offering us a full series of things we didn’t realize we needed until we started our work."