Posted by: Knightbird | December 30, 2011

Using the X-Matrix

Chugachmiut’s board of directors has adopted a strategic initiative referred to as Restoration to Health. It is a far-reaching strategy that I won’t discuss here. However, the first part of the strategy involves integrating our primary care and behavioral health services on October 1, 2012. Involving staff with the planning for this change, and engaging patients and clients to participate in helping guide, from a customer perspective, the change is critical to a successful implementation. The strategy has 4 policy directives, and the first phase of implementation has 10 initiatives to achieve. Coordinating this strategy over the next 9 months is a considerable task. In a traditional organization, where employees aren’t typically immersed in the initiatives, tracking initiatives is a hidden task most likely kept on GANTT charts, to do lists and departmental project books.

We want our strategy to engage employees and customers in walking the path to a target of health and happiness that was set by our board. In Toyota terms, this is our true north. Our solution to employee engagement is through teams changed with the development of improvement strategies which are expressed in A3-T’s that are tracked through the use of an X-Matrix. The X-Matrix was taught to us by our Sensei, Tom Jackson, back in 2006. At that time, we were too inexperienced to understand the incredible benefit of this tool as a tracking document. We have gradually come to understand its value, and are developing our first X-Matrix since 2007. What fun.

Tom explains the use of the X-Matrix in his Shingo Prize award winning publication “Hoshin Kanri for the Lean Enterprise.”


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