Improving Healthcare at. Lean Six Sigma
|
|
- Chester Sims
- 8 years ago
- Views:
Transcription
1 Lean Six Sigma in Healthcare Improving Healthcare at Presbyterian Healthcare Services Using Lean Six Sigma
2 Learning Objectives Why we need to improve our processes What is Lean Six Sigma Why do we need to have Lean Six Sigma Presbyterian Process for Improvement Case Studies
3 What you will gain Introduction to Lean Six Sigma What it takes to implement successful Lean Six Sigma How to sustain the gains from the improvement
4 THE BURNING PLATFORM
5 Costs and Spending Health Care Cost in the United States $2.3 Trillion $253 Billion $714 Billion Health Care Spending KaiserEDU.org : Health Policy Explained US Health Care Cost
6 What s driving Healthcare Reform? Technology & Prescription Drugs Chronic Disease Aging of the Population Administrative Cost
7 What are the Major Proposals to Contain Cost? Investment in information technology Improving Quality and Efficiency Adjusting Provider Compensation Government Regulation Prevention Increasing Consumer Involvement in purchasing Altering the Tax Preference for Employersponsored insurance
8 What do we all see as Customers of Healthcare? Clinical Issues Long waits in ED Wrong Surgeries Prescribing wrong medicine and dosage Financial Issues Incorrect Billing of charges Timely filing issues; denials from payers Inaccurate charges for procedures Poorly developed and inefficient processes Multiple handoffs and rework adding increasing cost
9 What s really driving cost in Healthcare Inefficient processes Lack of communication Processes developed over time Band-Aid approach to fixing problems Complex processes built around silos
10 WHAT IS LEAN SIX SIGMA
11 DMAIC Methodology Define Control Improvement Measure Improve Analyze Used to reduce defects or improve a current process
12 LEAN Methodology Define Value Control Process Improvement Measure Value Improve Process-Flow Analyze Process-Flow Used to reduce waste or shorten cycle times
13 DMADV Methodology Goal: Developing a process that provides the Customer the products and services that best meets their expectations. h b h i Verify Define Design Measure Design Analyze Used to create a new process
14 Lean Six Sigma Methodology LEAN DMAIC Define Control Process Improve Process- Flow Define Vl Value Lean Improvement Analyze Process- Flow Measure Value DMADV Define Control Improvement Measure Verify Design Measure Improve Analyze Design Analyze
15 Define: Scoping the Project Finding the Scope Charter SIPOC Process Mapping Capturing the Voice of the Customer (VOC) External view of our process and issues Talk to our customers to understand their pain points
16 Define: Right Players on the Project Oversight Boards and Committees Leadership Champions Ownership Process Owners Work Team Members Facilitators Black Belts
17 Define: Capturing the Voice of the Customer Who is the Customer? What drives the Customers to have difficulties with our products/processes? Where are the pain points in the process? How inefficiencies causes customer complaints? lit? Translation of Key Issues to Critical to Quality Understanding of what we should be measuring
18 Measure: Understanding Baseline Data Using Data to make Decisions Stop using gut feel and anecdotes to make decisions Review the numbers to help truly identify problem areas Understand baseline to determine if changes make a difference Capture current performance levels
19 Measure: Understanding the Basic Formula Y = f(x) Process Input x 4 Step 1 In-Proce ess x 1 In-Proce ess x 2 In-Proce ess x 3 Input x 5 Step 2 Step 3 Step 4 Output Y Input x 6 Input x 7 Input x 8 Input x 9 Y = f(x 1 ) + f(x 2 ) + f(x 3 ) + + f(x n )
20 Measure: Using Root Cause Analysis Tools Use basic tools that have been around since for over 100 years Process Mapping pp g Cause and Effect Diagram Pareto Analysis y FMEA
21 Other Tools in the Toolbox Lean Toolbox Ohno Circle 8 Waste Reduction 6S Group Huddle Value Stream Map (VSM) Product Process Flow (PPF) Full Work Analysis (FWA) Group Technology Mistake Proofing Changeover Capacity and Labor Review Line Balancing Standard Work Kanban & Point of Use Video Analysis Visual Controls Six Sigma Toolbox Charter SIPOC Process Map Pareto Analysis Cause and Effect (Ishikawa hk Diagram) FMEA Histogram Barrier Analysis Brainstorm/Affinitize Measurement System Analysis (MSA) Box Plots Basic Statistical Graphs Process Capability Hypothesis Testing Design of Experiments (DOE) Pugh Selection Matrix + Others Quality Function Deployment
22 Analyze: What Xs will make a difference to the Y Understand the affects of each root cause (X) on the output (Y) Use basic data analysis tools Use statistics to test hypothesis Drive decision making using analysis tools Eliminate the Xs that don t make a difference
23 Analyze: Understanding the Cause for Poor Performance f(x2) f(x4) f(x6) f(x8) f(x3) Y = f(x1) f(x7) f(x5 ) f( (x9) Y = f(x 1 ) + f(x 5 ) + f(x 7 ) + f(x 9 )
24 Analyze: Identifying the Critical Xs Understand the current problems Define What s the problem? What s the customer telling us? What s Critical for Quality? Identify Potential (Xs) in all areas that may affect the Outcome (Y) Measure Where s the breakdown? Why s the process failing? How well are we doing? Validated Xs that attribute for the majority of the problems. What are the few areas that drive the poor performance. Analyze Which Xs presents the biggest issues? Which Xs really causing a problem?
25 Improve: Develop Solutions to Eliminate Failures for Xs Innovate through out of the box thinking Shift your paradigm Status quo changes must be stopped Work with stakeholders to help develop ideas for improvement
26 Improve: Working with Teams Help spread process understanding Improve understanding of each other s work Promote team approach to problem solving Break down silos across the system Use the team s collective understanding di
27 Change Management Help with change Provide the need for change Constant communication from Sr. Leadership and through Project Team Provide upfront changes to help eliminate problems Work with key staff in each area to promote test of change
28 Improve: Developing Solutions Use the Front Line Staff to identify solutions Conduct pilot testing to test effectiveness ect ess of change Develop improvements throughout testing process Implement multiple solutions to fix single problem
29 Control: Sustaining the Gains Monitor and Show Performance Elicit improvements from all staff members Develop control plans to help determine actions Setup the front line staff to self monitor
30 Change Management Communicate throughout the system from start to finish Change the culture through changing how we manage System thinking identify process that best suits the organization Work as a team to eliminate system problems Break down barriers Resource and support
31 Why the Methodology Works Organization Level Systematic and structured approach to problem solving and improvement Oversight at various levelsl Senior management supported Operational Level Meeting deliverables for tollgates Operation owned improvements Official handoff and transition improvements into Operations 1 Internal and External Customers
32 Presbyterian s Quality Infrastructure for Sustained Improvements HOW DO WE IMPROVE?
33 What is Quality At Presbyterian Quality Means Having Excellent Services Free of Deficiencies What customers and stakeholders tkh want How they expect it delivered dli d
34 The Value of Quality Quality of a System Impacts the Bottom Line Excellent Services Customers Expect Free from Deficiencies Market Leader Fair Price Faster Cycle Times Lower Costs Less Rework Higher Vl Volume Improved Margins Lower Total Cost
35 Quality at Presbyterian Our quality initiatives allow us to deliver: Improved patient safety Improved patient satisfaction Improved patient access Improved outcomes Improved financial returns Decreased length of stay Lowered supply costs
36 Process Excellence Through different types of projects Process Excellence helps drive quality improvements at Presbyterian Different Tools for Different Goals Lean Six Sigma (DMAIC) Design for Six Sigma (DMADV) Successful projects require involved leaders and engaged front-line staff
37 Project Identification Prioritization &
38 Financial Acceleration Committee FACT Process
39 FACT Responsibilities Finance Process Excellence Business Unit Verify logic, data, Coach and guide Submit requests assumptions are Business Unit on for data from valid which systems they systems Identify specific need to use to pull Calculate resource for specific data business case follow-up tasks Assist Business Present logic and Provide training / Unit on defining calculations to education Project Y FACT Update PE / BU on Guide BU through PHS financial decision tree practices Standardize forms and business case validation Review calculations, provide suggestions
40 PEP Oversight
41 Physician Engagement
42 Physician CMEs
43 Post-Deployment Three meetings after close of PEP: Business Acceptance Audit Business Acceptance Meeting 2nd Business Audit Goal of Post-Deployment t activity: it Ensure process changes are being sustained Verify measures are still meeting expectations Confirm continued management attention and executive oversight
44 Post-Deployment
45 Project Oversight
46 Engage Leadership and Teams Champion Perspective Senior Leaders that fully support projects and teams continue to drive for perfection and out of the box thinking Process Owners Empowered to take on initiative and make decisions based on sound evidence Has full stake in the process and results Front Line Staff Developing front line staff for continual improvements
47 Case Study DOOR TO BALLOON CYCLE TIME
48 Restoring Blood Flow in a Coronary Artery 100% Blockage in a Blood Flow is Restored with Coronary Artery a Balloon and Stent
49 Improve State Performance Evaluation
50 An Individual Case Control Chart (I Chart) 350 I Chart of Door-to-Balloon Times (through ) Pre-Improve Phase Improve Phase 1 Blue Line = 90 minute Upper Spec Limit -Balloon Tim me Door-to UCL=117.1 _ X=62.8 LCL= After the Improve Phase Median Time went from 63.0 to 62.8 min 01/01/07 02/27/07 05/28/07 07/07/07 10/18/07 12/29/07 03/04/08 04/25/08 07/09/08 08/28/08 Percent within 90 minutes went from 94.6% to 86.5%
51 Case Study PHYSICIAN BILLING
52 Goal Statement Y1: Decrease the Billing WIP AR by 50% from average of $2,983,350 to $625,000 by 12/31/2009 Y2: Increase clean claim rate for both Primary and Secondary Billing by 10% from 86.75% to 95% by 12/31/2009 Data as of 7/17/2009
53 Billing Value Stream (Before) Mainframe Manual Processes (Blue) Eliminated Claims in Mainframe System Migrate VSM Current State to MedAssets Eliminated Manual Rework Cycles Manual Process (Orange) Improved Automated Processes Automated Process (Green) Reduced Manual Processing
54 Billing Value Stream (New State) VSM Future State Automated Process (Green) Improved Automation for more payers Improved internal process for non- electronic payers Manual Process (Orange) Further work with MedAssets to reduce manual processes Improve Productivity it and Accuracy Reduce variation through continued standardization
55 Results: Billing WIP Good $6,000,000 $5,000,000 AR EPIC Billing Work In Progress (WIP) Baseline 1 1 Total Unbilled EPIC Billing AR 1 1 Measure Analyze Improve Control Step wise drop in AR Billing WIP Dollars $4,000,000 $3,000,000 Total $2,000,000 1 January 1, 2009 at $5.8M $1,000,000 $0 4/25/2008 6/27/ /29/ /31/2008 1/2/2009 3/6/2009 5/8/2009 7/10/ /11/ /13/2009 _ UC L=$1,054,290 X=$739,826 LCL=$425,362 Sustained Control Phase Last updated on 1/12/2010 Date
56 Results Claims Aging Claims Aging by Dates of Service Physician (EPIC) Billing Process of Days Number Measure Analyze Improve Control Before: Average 95 Days _ UCL=65.17 X=58.43 LCL=51.69 Good /25/2009 6/17/2009 7/9/2009 7/31/2009 8/24/2009 9/16/ /9/ /2/ /24/ /16/2009 1/7/2010 After: Average 58 Days Date Last updated 1/12/2010
57 $uperior Outcome$ Project Start January 1, 2009 Project Completion December 31, 2009 Project Sustainment May 31, 2010 Goal Unbilled AR WIP $5.8M $566K $285K $600K Total Days Billing WIP (Number of Days Revenue on Hold for Billing WIP) 5.9 Days 0.6 Days 0.4 Days 0 Days % Clean Claims (Claims with no edits) 87.6% 89.0% 93.0% 90% % ECT Claims (Claims with an edit, fixed manually and submitted ECT) Total Claim Inventory (Primary/Secondary/Tertiary) 81.7% 97.9% 98.24% 95% 21,586 Claims 3,012 claims 1500 Claims 0 Claims
58 What Have we Learned? Mythology with Tools and Deliverables Senior Management Support and Drive for Improvement pove et Systematic processes across organization for oversight Willing staff to make things happen Follow through h with managing change Celebrate successes
59 Learn More About Lean Six Sigma Books The Six Sigma handbook: a complete guide for green belts, black belts, and managers at all levels by Thomas Pyzdek, Paul A. Keller The Toyota way: 14 management principles from the world's greatest manufacturer by Jeffrey K. Liker What is Lean Six Sigma? by Michael L. George, Dave Rowlands, Bill Kastle Websites Stanley Lei s slei@phs.org
Readiness for Lean/Six Sigma Key success factors for integrating Lean/Six Sigma in a Healthcare setting
Readiness for Lean/Six Sigma Key success factors for integrating Lean/Six Sigma in a Healthcare setting D. Junell Scheeres, MA, BS, CSSBB VHA s Integrated Delivery Team SHS 2005 Conference Co-Chair jscheere@vha.com
More informationBody of Knowledge for Six Sigma Green Belt
Body of Knowledge for Six Sigma Green Belt What to Prepare For: The following is the Six Sigma Green Belt Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and
More informationBody of Knowledge for Six Sigma Lean Sensei
Body of Knowledge for Six Sigma Lean Sensei What to Prepare For: The following is the Lean Six Sigma Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and prepare
More informationLean Six Sigma Black Belt-EngineRoom
Lean Six Sigma Black Belt-EngineRoom Course Content and Outline Total Estimated Hours: 140.65 *Course includes choice of software: EngineRoom (included for free), Minitab (must purchase separately) or
More informationUnit 1: Introduction to Quality Management
Unit 1: Introduction to Quality Management Definition & Dimensions of Quality Quality Control vs Quality Assurance Small-Q vs Big-Q & Evolution of Quality Movement Total Quality Management (TQM) & its
More informationImprove Profitability by Improving Processes. Presented by: Frank D. Cohen, MBB, MPA Senior Analyst MIT Solutions, Inc.
Improve Profitability by Improving Processes Presented by: Frank D. Cohen, MBB, MPA Senior Analyst MIT Solutions, Inc. 1 Why Have a Standard? Create efficiencies and lower administrative costs Reduce angst
More informationLearning Six Sigma Theory
Independent Learning Pursuit FX Competency The following essay was written by a student in the School for New Learning, in support of an Independent Learning Pursuit (ILP). The student has agreed to share
More informationSigma (σ) is a Greek letter used to represent the statistical term standard deviation
July 1, 2014 Sigma (σ) is a Greek letter used to represent the statistical term standard deviation Standard deviation is a numerical value that represents the measure of the average variability between
More informationBODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT
BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT The topics in this Body of Knowledge include additional detail in the form of subtext explanations and the cognitive level at which test questions will
More informationCourse Overview Lean Six Sigma Green Belt
Course Overview Lean Six Sigma Green Belt Summary and Objectives This Six Sigma Green Belt course is comprised of 11 separate sessions. Each session is a collection of related lessons and includes an interactive
More informationDefine. Measure. Analyze. Improve. Control. Project Name/Description. DMAIC Step Work Done/Tools Used by Team My Role/Contribution
Six Sigma Green Belt DMAIC Project Logbook Please fill out this document (use as many pages as necessary). Detail what your team and you did in each step of the DMAIC. If the Project is a Kaizen Event,
More informationSIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT
SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT Competition in health care sector are forcing healthcare organizations to look for new ways and means for improving their processes. This for improving
More informationLean IT Foundation Syllabus
Lean IT Foundation Syllabus December 2015 - Version 1.06 1 Introduction Lean IT Foundation helps IT organizations to ensure that they provide their customers with the best possible services. Through understanding
More informationCertified Six Sigma Yellow Belt
Certified Six Sigma Yellow Belt Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert The Global Voice of Quality TM Certification from ASQ is considered a mark
More informationLean and Six Sigma Healthcare Fad or Reality. Vince D Mello President
Lean and Six Sigma Healthcare Fad or Reality Vince D Mello President TODAY S DISCUSSION About Lean Methodologies Application benefits and outcomes About Six Sigma Key learning's QUALITY FUNDAMENTALS Function
More informationLean Six Sigma for Healthcare
Lean for Healthcare Yellow Belt Green Belt Black Belt Lean Fundamentals Advanced Lean for Healthcare The Lean for Healthcare Yellow Belt program is designed to provide a basic introducti to Lean Six Sigma
More informationOperations Management and Lean Six Sigma. Presented by: David Muncaster Manager, CI and CSAT Staples Advantage Canada
Operations Management and Lean Six Sigma Presented by: David Muncaster Manager, CI and CSAT Staples Advantage Canada Who is this guy standing up in front of you? Manager, Continuous Improvement and CSAT
More informationDMAIC PHASE REVIEW CHECKLIST
Project Name Project Lead Champion Kick-Off Date: _mm / dd / yyyy Project CTQ & Target D-M-A-I-C: DEFINE Project Identification: Big Y linkage identified Customer(s) & Customer type identified Voice of
More informationAmerican Society for Quality (ASQ) CERTIFIED SIX SIGMA GREEN BELT (CSSGB) BODY OF KNOWLEDGE 2014
American Society for Quality (ASQ) CERTIFIED SIX SIGMA GREEN BELT (CSSGB) BODY OF KNOWLEDGE 2014 Included in this body of knowledge (BOK) are explanations (subtext) and cognitive levels for each topic
More informationIN AMERICA, HEALTH CARE COSTS
Impacts & Innovations Cynthia Plonien Six Sigma for Revenue Retrieval EXECUTIVE SUMMARY Deficiencies in revenue retrieval due to failures in obtaining charges have contributed to a negative bottom line
More informationPDSD Recruiting Process. Lean Six Sigma Green Belt Presentation August 12, 2014
PDSD Recruiting Process Lean Six Sigma Green Belt Presentation August 12, 2014 Benefits of effective recruiting Minimizes missed opportunity costs of unfilled positions Improves productivity, morale and
More informationLean Six Sigma Black Belt Body of Knowledge
General Lean Six Sigma Defined UN Describe Nature and purpose of Lean Six Sigma Integration of Lean and Six Sigma UN Compare and contrast focus and approaches (Process Velocity and Quality) Y=f(X) Input
More informationUniversally Accepted Lean Six Sigma Body of Knowledge for Green Belts
Universally Accepted Lean Six Sigma Body of Knowledge for Green Belts The IASSC Certified Green Belt Exam was developed and constructed based on the topics within the body of knowledge listed here. Questions
More informationMANUFACTURING EXECUTION SYSTEMS INTEGRATED WITH ERP & SIX SIGMA FOR PROCESS IMPROVEMENTS
MANUFACTURING EXECUTION SYSTEMS INTEGRATED WITH ERP & SIX SIGMA FOR PROCESS IMPROVEMENTS Name: Sumanth Pandith Surendra Institution: Wichita State University Status: Current Full time graduate in Industrial
More informationLearning Objectives Lean Six Sigma Black Belt Course
Learning Objectives Lean Six Sigma Black Belt Course The overarching learning objective of this course is to develop a comprehensive set of skills that will allow you to function effectively as a Six Sigma
More informationPerformance Excellence Process
Performance Excellence Process The Performance Excellence Process is a resultsoriented, long-term approach to the way government does business It uses several best practice methodologies, including Strategy
More informationThe Power of Two: Combining Lean Six Sigma and BPM
: Combining Lean Six Sigma and BPM Lance Gibbs and Tom Shea Lean Six Sigma (LSS) and Business Process Management (BPM) have much to contribute to each other. Unfortunately, most companies have not integrated
More informationSix Sigma. Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories
Six Sigma Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories Agenda What is Six Sigma? What are the challenges? What are the
More informationStudy of Productivity Improvement Using Lean Six Sigma Methodology
International Review of Applied Engineering Research. ISSN 2248-9967 Volume 4, Number 1 (2014), pp. 33-38 Research India Publications http://www.ripublication.com/iraer.htm Study of Productivity Improvement
More informationSrikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH
Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH 3 Agenda Need for Lean in Healthcare Lean at UHS Lean & Green Questions McGlynn EA, Asch
More informationAuthor: Moore, Rachael R. Title: Optimizing Sales and Marketing Pipeline Yield of Company XYZ
1 Author: Moore, Rachael R. Title: Optimizing Sales and Marketing Pipeline Yield of Company XYZ The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial
More informationFour Key Elements of an Effective Continuous Process Advantage Series White Paper By Jeff Gotro, Ph.D., CMC
Four Key Elements of an Effective Continuous Process Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Tough times call for bold actions. The manufacturing sector is going through a challenging
More informationHow Lean Six Sigma can Change Higher Education. Norma Simons Performance Innovation LLC Secretary ASQ Education Division
How Lean Six Sigma can Change Higher Education Norma Simons Performance Innovation LLC Secretary ASQ Education Division Learning Outcomes Understand the value of project selection Identify the parameters
More informationUsing Lean Six Sigma to Accelerate
Using Lean Six Sigma to Accelerate CMMI Implementation Briefers: Diane A. Glaser Michael D. Barnett US Army LCMC SEC CMMI Coordinator Communication Software ASQ SSGB Engineering Support Division MTC Technologies,
More informationApplying the DMAIC Steps to Process Improvement Projects
Applying the DMAIC Steps to Process Improvement Projects Define, Measure, Analyze, Improve, Control is the Roadmap to Improving Processes By Harry Rever, MBA, PMP, CSSMBB, CQM, CQC Project managers, in
More informationProject Selection Guidelines
Selecting Projects Project Selection Guidelines Nominations can come from various sources, including associates and customers. To avoid sub-optimization, management has to evaluate and select the projects.
More informationEnsuring Reliability in Lean New Product Development. John J. Paschkewitz, P.E., CRE
Ensuring Reliability in Lean New Product Development John J. Paschkewitz, P.E., CRE Overview Introduction and Definitions Part 1: Lean Product Development Lean vs. Traditional Product Development Key Elements
More informationIntegrating Lean and Six Sigma Methodologies for Business Excellence
A SAM Group Company Integrating Lean and Six Sigma Methodologies for Business Excellence by Rohit Ramaswamy, Ph.D. Oriel Incorporated, A SAM Group Company Do you belong to an organization that has been
More informationKeywords Agile, Scrum Methodology, Tools for Scrum, Six Sigma tools, scrum and six sigma
Volume 4, Issue 3, March 2014 ISSN: 2277 128X International Journal of Advanced Research in Computer Science and Software Engineering Research Paper Available online at: www.ijarcsse.com Integrating Six
More informationBQF Lean Certification Process
BQF Lean Certification Process Overview The CI/Lean Certification process provides for four levels of BQF certification. These are: BQF CI/Lean Associate; BQF CI/Lean Practitioner; BQF CI/Lean Advanced
More informationThe Business Case for Lean Six Sigma in Higher Education
The Business Case for Lean Six Sigma in Higher Education by Norma Simons At the Time Summit on Higher Education in October 2012, Arne Duncan, the U.S. secretary of education, indicated that higher education
More informationSix Sigma Application in Health Care
Six Sigma Application in Health Care Expediting Nursing Home Discharges in a Community Hospital Long Island Chapter of American Society for Quality Carolyn Sweetapple, R.N., C.P.A. Six Sigma Master Black
More informationLean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY
TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online
More informationOperational Excellence using Lean Six Sigma Amit Dasgupta
Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean
More informationTPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care!
TPMG Consulting Lean Improving patient outcomes and satisfaction while driving down the cost of care! Transformation In Healthcare Service Description: Excellence in Healthcare Delivery TABLE OF CONTENTS
More informationCertified Quality Improvement Associate
Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is
More informationBusiness Improvement. Intro. The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal.
Business Improvement The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal. Intro Symbol is a leading service provider and trainer in process
More information1 Define-Measure-Analyze- Improve-Control (DMAIC)
1 Define-Measure-Analyze- Improve-Control (DMAIC) Six Sigma s most common and well-known methodology is its problem-solving DMAIC approach. This section overviews the methodology and its high-level requirements,
More informationA C T A U N I V E R S I T A T I S L O D Z I E N S I S. Maciej Urbaniak
A C T A U N I V E R S I T A T I S L O D Z I E N S I S FOLIA OECONOMICA 257, 2011 Maciej Urbaniak REASONS AND BENEFITS OF IMPLEMENTING SIX SIGMA IN THE EMPIRICAL STUDY OF ENTERPRISES OPERATING IN POLAND
More informationLean Manufacturing and Six Sigma
Lean Manufacturing and Six Sigma Research Questions What have we done in the past? What must we do in the future? How do we know these are the correct actions? 1 Lean Definitions Key concepts of lean:
More informationApplying Six Sigma at 3M
Applying at 3M David Osten Copyright 3M 2002-2003 P r e s s u r e S e n s i t i v e T a p e C o u n c i l 3M Company Vision & Values To be the most innovative enterprise and the preferred supplier. Values
More informationSix Sigma DMAIC Model and its Synergy with ITIL and CMMI
Six Sigma DMAIC Model and its Synergy with ITIL and CMMI Muhammad Noman Butt and M. Anwar SZABIST, Karachi. Abstract: Considering the rapid growth of the emerging trends and technologies as well as the
More informationSanford Improvement Making Lean Work in Healthcare
Sanford Improvement Making Lean Work in Healthcare David Peterson Enterprise Director of Continuous Improvement Outline/Agenda Office of Continuous Improvement Who are we and what do we do? History/Journey
More informationLean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement
PREPRINT Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement Robert B. Pojasek Pojasek & Associates, Boston, USA This paper will be published as a featured column
More informationBEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY
BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY Author: Jason A. Coons, Program Manager, TechSolve Abstract Lean is an extremely powerful tool in identifying and eliminating waste. The
More informationJanuary 2011 Six Sigma SIG Meeting
Six Sigma and Project Management ASQ 502 Baltimore LSS SIG Geoffrey Withnell Dynamics Research Corp. January 2011 Six Sigma SIG Meeting I ll Ill give you a moment to digest this Some truthinpresenting
More informationOAHHS LEAN WEBINAR DECEMBER 9, 2014. Purdue Research Foundation
OAHHS LEAN WEBINAR DECEMBER 9, 2014 1 Overview A3 Improve Key Components Control tools Deeper dive into a tool Questions? 2 DMAIC 3 4 Project Title and Area: Date: Organization: Authors: Pre- Define Measure
More informationSix Sigma Project Charter
rev 12 Six Sigma Project Charter Name of project: Reduce the time of producing admissions dashboard reports Green belt: Yes Submitted by: Xingming Yu e-mail: yu46@purdue.edu Date submitted: May 21, 212
More informationLean Silver Certification Blueprint
The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types
More informationLean Sigma Tools in the Hiring Process
Lean Sigma Tools in the Hiring Process Executive Summary Talent Acquisition today as an activity fraught with risks Did we hire the right person, the right skills, the right fit?- and has the maximum impact
More informationThe Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC
The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Encouraged by the results of Six Sigma deployment at Motorola, AlliedSignal
More informationSix Sigma Continuous Improvement
Chapter 4 Six Sigma Continuous Improvement The signifi cant problems we face cannot be solved at the same level of thinking we were at when we created them. Albert Einstein 4.1 SIX SIGMA CONTINUOUS IMPROVEMENT
More informationGetting Started with Lean Process Management
Getting Started with Lean Process Management Hi-Tec Exchange Conference San Francisco July 25, 2011 Missions To team with Organizational Leaders, Managers, & Employees to focus on customers & improve competitiveness,
More informationLean Certification Program Blended Learning Program Cost: $5500. Course Description
Lean Certification Program Blended Learning Program Cost: $5500 Course Description Lean Certification Program is a disciplined process improvement approach focused on reducing waste, increasing customer
More informationSix Sigma in Action. Data-driven process improvement. Process Improvement Brief February 2015 www.datamark.net
Six Sigma in Action Data-driven process improvement Process Improvement Brief February 2015 www.datamark.net Six Sigma Methodology Applied to clients business processes at our U.S. and offshore sites,
More informationLean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing
Lean Test Management Ban Waste,Gain Efficiency Bob van de Burgt Professional Testing 1 I will show you differently! 2 Agenda - Lean Manufacturing - Lean Six Sigma - Roadmap to Lean Test Management - Conclusions
More informationProcessing of Insurance Returns. An EMC Lean Six Sigma Project. Author: Aidan Trindle. Editor: Mohan Mahadevan
Processing of Insurance Returns An EMC Lean Six Sigma Project Author: Aidan Trindle Editor: Mohan Mahadevan EMC Corporation is the world leader in systems, software, services, and solutions for building
More informationA Tool Box for Healthcare Problem Solving
Lean Six Sigma A Tool Box for Healthcare Problem Solving Alexis Keeler, Black Belt Director Process Engineering Berkshire Medical Center Pittsfield, MA Agenda What is Lean Six Sigma Six Sigma vs. Lean
More informationLEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0
MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes
More informationLean Specialist Certification Program
Lean Specialist Certification Program ADVANCED INNOVATION GROUP PRO EXCELLENCE Lean Specialist Certification Program Certification from AIGPE has upheld the highest standards in the field of quality excellence
More informationGE Capital. Driving change and continuous process improvement. how-to
Driving change and continuous process improvement Process improvement or PI involves applying tools and techniques to help a company achieve its goals Characteristics Aligned around what customers value
More informationtimes, lower costs, improved quality, and increased customer satisfaction. ABSTRACT
Simulation of Lean Assembly Line for High Volume Manufacturing Hank Czarnecki and Nicholas Loyd Center for Automation and Robotics University of Alabama in Huntsville Huntsville, Alabama 35899 (256) 520-5326;
More informationProject Quality Management. Project Management for IT
Project Quality Management 1 Learning Objectives Understand the importance of project quality management for information technology products and services Define project quality management and understand
More informationProcess Improvement: Integrating Lean Six Sigma Ergonomics
Process Improvement: Integrating Lean Six Sigma Ergonomics Anand Subramanian, PhD, CPE, CSSBB Email: anands@jfa inc.com Brandy Farris Ware, PhD, CPE, CSSBB Email: bw@jfa inc.com September 22, 2015 Agenda
More informationProject Cost Overrun Review Process Improvement
Project Cost Overrun Review Process Improvement xxx, IUPUI TECH 581 Quality and Productivity in Industry and Technology Abstract: This project used Lean Six Sigma tools to review the process performed
More informationEight Steps to Improving Customer Experience
Eight Steps to Improving Customer Experience Randall Brandt Founder & Principal Eight Steps to Improving Customer Experience It s been nearly a quarter of a century since John Goodman and his colleagues
More informationLean Healthcare Metrics Guide
Lean Healthcare Metrics Guide Lean Metrics Guide Page 1 This Lean Metrics Guide is a resource to help organizations understand and select metrics to support their implementation of Lean and Six Sigma two
More informationLean Six Sigma Black Belt Blended Learning Program. Course Description. Blended Learning
Course Description Blended Learning Lean Six Sigma Black Belt Blended Learning Program Lean Six Sigma (LSS) is a disciplined process improvement approach focused on reducing waste, increasing customer
More informationImplementation of Lean Six Sigma Principles: Making Data Cleansing Lean
Implementation of Lean Six Sigma Principles: Making Data Cleansing Lean Nityanand Wachche B.E in Computer Engineering University of Mumbai Mumbai, India ABSTRACT Data cleansing is required before performing
More informationSix sigma project management
Six sigma project management Bizagi Suite Six sigma project management 1 Table of Contents Six Sigma Project Management... 3 Process Elements... 9 Project Charter... 9 Define... 11 Measure...12 Analyze...12
More informationSupplier Training 8D Problem Solving Approach. 2013 Brooks Automation, Inc.
Supplier Training 8D Problem Solving Approach What is the 8D method? 8D stands for the 8 disciplines or the 8 critical steps for solving problems. It is a highly disciplined and effective scientific approach
More informationOverview of Lean at URMC
Overview of Lean at URMC Agenda Introduction to Lean at URMC Strategy for Lean at URMC Understanding Waste Introduction to Tools & Techniques 1 Healthcare, As It Is Currently Delivered in The US, is Unsustainable
More informationLean Six Sigma Analyze Phase Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY
TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online
More informationA Six Sigma Approach for Software Process Improvements and its Implementation
A Six Sigma Approach for Software Process Improvements and its Implementation Punitha Jayaraman, Kamalanathan Kannabiran, and S.A.Vasantha Kumar. Abstract Six Sigma is a data-driven leadership approach
More information2013 Virginia Mason Medical Center
Objectives Recognize the challenges to Ambulatory Clinic Flow Apply Lean Tools and Methods to Improve Clinic Flow Describe the benefits of Team Based Care A Day in the Life of a Primary Care Provider The
More informationProcess Improvement Program Project Process
Process Improvement Program Project Process 1 P a g e 12/3/2014 The Process Improvement Program is part of the City of Fort Lauderdale s FL 2 STAT Approach to Exponential Improvement. Its objective is
More informationREDUCING DAYS TO COLLECT THROUGH THE EXECUTION OF SIX SIGMA WITHIN BUSINESS PROCESS MANAGEMENT. Cosmin DOBRIN 1 Paul SOARE 2
REDUCING DAYS TO COLLECT THROUGH THE EXECUTION OF SIX SIGMA WITHIN BUSINESS PROCESS MANAGEMENT Cosmin DOBRIN 1 Paul SOARE 2 ABSTRACT Organisations are constantly looking out for ways of counteracting customer
More informationSTUDY GUIDE FOR THE LEAN SIX SIGMA (LSS) CERTIFICATION EXAM
STUDY GUIDE FOR THE LEAN SIX SIGMA (LSS) CERTIFICATION EXAM LSSYB LSSGB LSSBB ATMAE ATMAE ATMAE NOTE: An individual can become lean six sigma black belt certified by earning an 80% or higher on this exam.
More informationUnit-5 Quality Management Standards
Unit-5 Quality Management Standards 1 THE ISO 9000 FAMILY ISO 9000: 2005 Identifies the fundamentals and vocabulary for Quality Management Systems (QMS) ISO 9001:2008 Specifies requirements for a QMS where
More informationCertified Quality Process Analyst
Certified Quality Process Analyst Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is considered
More informationTRAINING SESSION SUMMARIES FOR SERVICE
TRAINING SESSION SUMMARIES FOR SERVICE Central to the lean philosophy is the mandate to educate everyone in an organization. Productivity s lean training has been called the best in the business, and for
More informationBasic Quality Tools in Continuous Improvement Process
Strojniški vestnik - Journal of Mechanical Engineering 55(2009)5, StartPage-EndPage Paper received: 03.03.2008 UDC 658.5 Paper accepted: 00.00.200x Basic Quality Tools in Continuous Improvement Process
More informationTHE SIX SIGMA YELLOW BELT SOLUTIONS TEXT
THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT 2014 by Bill Wortman - All rights reserved SECTION II SIX SIGMA FUNDAMENTALS - SAMPLE QUESTIONS 2.1. The DPMO for a process is 860. What is the approximate six
More informationLean Six Sigma. Shail Sood
Lean Six Sigma Agenda: Lean Six Sigma Overview Six Sigma Method Lean Method Summary To-do s Lean Six Sigma 2 Lean Six Sigma Overview Lean Six Sigma 3 What is Lean Six Sigma? Lean Six Sigma is the combination
More informationSCPC's Quality Improvement is the Science of Process Management
SCPC's Quality Improvement is the Science of Process Management Identifying and implementing Processes of Care within your hospital will help transform your organization, improve healthcare processes,
More informationLean at Denver Health: Saving Lives, Saving Money, Saving Jobs
Lean at Denver Health: Saving Lives, Saving Money, Saving Jobs Phil Goodman Director, Lean Systems Improvement Denver Health Denver, Colorado Denver Health Patients Denver Health cares for approximately
More informationTransforming the Business of Healthcare
The Source for Breakthrough Transforming the Business of Healthcare Superior Quality. Sustainable Results. Our organization. Our services Juran Healthcare has developed methods to enable your hospital
More informationA Clear View Of Healthcare Claims
A Clear View Of Healthcare Claims An Inside Look at The New Tools and Solutions Health Insurance Companies Are Utilizing to Operationalize Back-Office Processing Healthcare organizations today are challenged
More informationFaster Turnaround Time
Faster Turnaround Time by Angelo Pellicone and Maude Martocci North Shore University Hospital (NSUH) in Manhasset, NY, is part of the North Shore-Long Island Jewish Health System in Great Neck, NY. In
More informationSix Sigma Project Charter
rev 2 Six Sigma Project Charter Name of project: Decreasing percent of transferred out calls by 50% Green belt: Submitted by: Joy May e-mail: joy@purdue.edu Date submitted: May 2, 202 I. Project Selection
More information