Driving CME Process Innovation Using Lean Six Sigma Methodologies

Transcription

1 Driving CME Process Innovation Using Lean Six Sigma Methodologies Danielle Milbauer Administrative Director, NYU Post-Graduate Medical School Raja Venkata Akunuru Director, Client Services, EthosCE and DLC Solutions Jeremy C. Lundberg Chief Executive Officer, EthosCE and DLC Solutions

2 Poll Question 1 What is the first thing that comes to your mind when you hear the term Lean Six Sigma? 1. I don t have resources for that! 2. It s a process used in manufacturing, I m not sure if it s applicable for CME! 3. What is it anyway? 4. It s a great way to improve my processes! Presentation Title Goes Here 2

3 Driving Process Innovation with Lean Six Sigma: The NYU Success Story Presentation Title Goes Here 3

4 NYU: Where Were We? December 2011 Injury Redundancy Employee Frustration Uncollected Debt $65,000 4

5 NYU: What Did We Do? Lean Six Sigma: Rapid Improvement Event 5

6 NYU: Where Are We Now? November 2013 No Injuries Drastically Reduced Redundancy Employee Satisfaction 83%! No Uncollected Debt Incorporating Interprofessional Education in CME 6

7 Lean Six Sigma The Perfect Union Presentation Title Goes Here 7

8 Lean History More profitability Less Cycle time Improved Customer Focus Toyota Ford 1910 Henry Ford 1940 Taiichii Ohno and Shigeo Shingo Let s see how Presentation Title Goes Here 8

9 Lean Concept Eliminate Wastes Anything that the customer is not willing to pay for Process improvement methodology that eliminates wastes Presentation Title Goes Here 9

10 Six Sigma History Cost Measure Walter Shewhart 1930 quality control Philips Crossby 1970s quality and cost TQM Jack Welsh 1980 G.E. quality into practice Let s see how Quality Presentation Title Goes Here 10

11 Six Sigma Concept Quality Consistency Quality and cost of business inversely related Quantitative process improvement methodology that targets to eliminate defects and increase process consistency. Presentation Title Goes Here 11

12 Lean Six Sigma The Union No Wastes + No Defects = Better Faster Cheaper Process Lean Six Sigma Lean Six Sigma Quantitative set of tools and techniques to eliminate defects, wastes and increase process consistency and customer satisfaction Presentation Title Goes Here 12

13 Lean Six Sigma Model for Business Process Excellence Presentation Title Goes Here 13

14 Lean Six Sigma The five steps: DMAIC Define Control Measure Improve Analyze Presentation Title Goes Here 14

15 Lean Six Sigma Model for Business Process Excellence x1 DMAIC Y = f (x) Outcome or performance metric (cost, time, customer satisfaction, etc.,) Causal factors or inputs x2 Y x3 Presentation Title Goes Here 15

16 Step 1: Define Don t try to fix the world! Presentation Title Goes Here 16

17 DMAIC: Define Project Charter Project Charter Problem Statement: Describe Y Y Scope: Set boundaries Know where your bucks come from! Goals: Be quantitative Team Members: Involve the right people 17

18 DMAIC: Define Project Charter Project Charter Problem Statement: Registrar is spending excessive amount of time traveling between offices Scope: Goals: Between five days prior to course and day prior to course Reduce amount of time spent on course registration preparation by 20% Specific Measureable Achievable Realistic Time-bound Team Members: Registrar, Office Assistant Champion: Administrative Director 18

19 Poll Question 2 Which of the following performance metrics do you wish to improve within your CME department? 1. Profit streams 2. Customer satisfaction 3. Employee morale 4. Time taken to manage various CME processes (takt time) Presentation Title Goes Here 19

20 Step 2: Measure Map it, Map it and Map it! Presentation Title Goes Here 20

21 DMAIC: Measure Start Gather relevant stakeholders Y Use appropriate process mapping tools Map the current process (Y) Flow Charts Swim lanes Spaghetti diagrams Simple? Let s take an example Measure the process baseline Stop How good or bad is my current process? 21

22 DMAIC: Measure Process Maps 22

23 DMAIC: Measure Decision Box Reg. Coffee or Caramel Macchiato? Regular Coffee Receive at register Caramel Macchiato Wait at counter (hopefully, not too long L ) Pick up at the counter 23

24 DMAIC: Measure Spaghetti Diagram Auxiliary Office (MSB) Main Office (GBH) Spaghetti Diagram 24

25 DMAIC: Measure Metrics Are Measured Amount of Time Spent on Course Prep: 100 minutes Number of courses: 40 Total Amount Per Academic Year: 4,000 Minutes 25

26 Step 3: Analyze The devil is in the details. Presentation Title Goes Here 26

27 DMAIC: Analyze Value Added (VA) Waste! Non-Value Added (NVA) Required NVA 27

28 DMAIC: Analyze Process Maps- Identifying Waste 28

29 Step 4: Improve Get the ball rolling. Presentation Title Goes Here 29

30 DMAIC: Improve Perfect world solution Step 1 Step 2 Realistic solution Implementation Plan 30

31 DMAIC: Improve Brainstorm 31

32 DMAIC: Improve Creating a Future State 32

33 DMAIC: Improve Implementation Plan 33

34 Step 5: Control Remember Murphy s Law. Presentation Title Goes Here 34

35 DMAIC: Control Today People Process Systems Customer requirements Business drivers Change 6 months later We need to fix this! 35

36 DMAIC: Control Realize the current metrics Develop a control plan to indicate that a process is broken Conduct process reassessment checks 36

37 DMAIC: Control Improved Metrics Are Realized Amount of Time Spent on Course Prep: 60 minutes 40%! Amount of Time Saved Per Course: 40 Minutes Total Amount Saved Per Academic Year: 1,600 Minutes 37

38 DMAIC: Control Process Improvement Continuum 38

39 One-page DMAIC Cheat Sheet Of course, we want to be lean in a Lean Six Sigma webinar! Presentation Title Goes Here 39

40 Lean Six Sigma DMAIC Cheat Sheet D M Start with Y Goal DMAIC A Find x s (x 1, x 2, x 3 ) ID Root causes Y = f (x) I Fix x 1, x 3 Most powerful x(s) C Check Y It s party time ;) Presentation Title Goes Here 40

41 Poll Question 3 If you had to choose one of the below processes to improve within your CME office, which one would it be? 1. Application process 2. Learner registration 3. RSS management 4. Faculty disclosure management Presentation Title Goes Here 41

42 Ready for hands-on on Lean Six Sigma? Join us for a 2-hour workshop at the ACEhp 2014 Conference in Orlando PA 115: Using Lean Six Sigma Principles to Drive Process Innovation in Continuing Education Saturday, January 18 th, am EST We d love to have you with us! Presentation Title Goes Here 42

43 References Lean Six Sigma Green Belt Training course Rutgers-Lockheed Martin The Six Sigma Handbook, 3 rd edition Thomas Pyzdek and Keller Paul The Complete Idiot s Guide to Lean Six Sigma Breakthrough Management Group with Neil DeCarlo Goleansixsigma.com isixsigma.com Presentation Title Goes Here 43