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Presented by: Alora L. Brock, Master Black Belt Presented to: WCBF Lean Six Sigma in Healthcare Conference Date: May 12, 2...
About Cancer Treatment Centers of America Our Mission CTCA is the home of integrative and compassionate cancer care. We ne...
Discussion Objectives <ul><li>Explore the CTCA approach  </li></ul><ul><li>Ensuring strategic alignment </li></ul><ul><li>...
Strategic Alignment <ul><li>Vision </li></ul><ul><li>To have a fully integrated Lean Six Sigma philosophy across the enter...
<ul><li>Training and Development Model: </li></ul><ul><li>Embed the expertise within the hospitals </li></ul><ul><li>Centr...
Strategic Deployment CTCA Strategic Planning Process Value Stream Mapping Event
CTCA LSS Deployment Tactics
LSS Knowledge Transfer <ul><li>&quot;What I hear, I forget. What I see, I remember.  What I do, I understand.”  </li></ul>...
LSS Knowledge Transfer <ul><li>Green Belt instruction and coaching support </li></ul><ul><li>Complex data analysis </li></...
CTCA LSS Curriculum <ul><li>A3 Performance Improvement SM  Program </li></ul><ul><li>Lean Six Sigma Green Belt Course </li...
A3 Performance Improvement SM <ul><li>Foundational Offering </li></ul><ul><ul><li>Fosters a culture of Lean Thinking and “...
A3 Performance Improvement SM  and DMAIC
LSS Green Belt Program <ul><li>Specialized Offering </li></ul><ul><ul><li>Participants selected based on established crite...
Program Support Courses
Strategy Deployment Example According to our Patient Loyalty data, scheduling is one of the top concerns for patient dissa...
Key Indicators of Success <ul><li>Patient Loyalty </li></ul><ul><ul><li>Net Promoter Score: 94.4 </li></ul></ul><ul><li>Po...
LSS Program Net Benefit $900k $2.4M $12.3M $12.6M
Start Up Net Benefit Example <ul><li>Actual example of a partner hospital applying the same model. </li></ul>$5M Net Benefit
Lessons Learned <ul><li>Leadership support must be active, not passive </li></ul><ul><li>If you do not have leadership sup...
The Future of LSS at CTCA
<ul><li>Are your results tied to key strategic drivers? </li></ul><ul><li>Do your employees understand how your LSS progra...
<ul><li>For more information please contact: </li></ul><ul><li>Alora Brock </li></ul><ul><li>alora.brock@ctca-hope.com  </...
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Cancer Treatment Centers of America Case Study: Lean Six Sigma Training and Development

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  • CTCA specializes in treating complex and advanced stage cancers
  • A3’s can but are not always meant to have significant breakthrough improvements. The value of A3 is that of cultural transformation and shared knowledge.
  • Transcript of "Cancer Treatment Centers of America Case Study: Lean Six Sigma Training and Development "

    1. 1. Presented by: Alora L. Brock, Master Black Belt Presented to: WCBF Lean Six Sigma in Healthcare Conference Date: May 12, 2011 Cancer Treatment Centers of America Case Study: Lean Six Sigma Training and Development
    2. 2. About Cancer Treatment Centers of America Our Mission CTCA is the home of integrative and compassionate cancer care. We never stop searching for and providing powerful and innovative therapies to heal the whole person, improve quality of life and restore hope. Our Vision To be recognized and trusted by people living with cancer as the premier center for healing and hope.
    3. 3. Discussion Objectives <ul><li>Explore the CTCA approach </li></ul><ul><li>Ensuring strategic alignment </li></ul><ul><li>Developing and optimizing your Lean Six Sigma T&D program </li></ul><ul><li>Deployment Tactics </li></ul><ul><li>Lessons Learned </li></ul>
    4. 4. Strategic Alignment <ul><li>Vision </li></ul><ul><li>To have a fully integrated Lean Six Sigma philosophy across the enterprise, through empowered Stakeholders that deliver exceptional results and consistently strengthen the Mother Standard® Model of Care. </li></ul><ul><li>Mission </li></ul><ul><li>To enable and empower all CTCA Stakeholders with world-class Lean Six Sigma strategies and methodologies in order to inspire process innovation and drive the delivery of a superior patient experience in the most effective, efficient and responsive manner possible. </li></ul>
    5. 5. <ul><li>Training and Development Model: </li></ul><ul><li>Embed the expertise within the hospitals </li></ul><ul><li>Centralized LSS group provides training and facilitates enterprise events </li></ul><ul><li>Phase I goal was to quickly involve 20% of stakeholders within all departments at all levels for the approach to take root </li></ul><ul><li>Three pronged approach: A3, Kaizen, Green Belt </li></ul>Lean Six Sigma at CTCA &quot;I cannot teach anybody anything, I can only make them think.&quot; - Socrates
    6. 6. Strategic Deployment CTCA Strategic Planning Process Value Stream Mapping Event
    7. 7. CTCA LSS Deployment Tactics
    8. 8. LSS Knowledge Transfer <ul><li>&quot;What I hear, I forget. What I see, I remember. What I do, I understand.” </li></ul><ul><li>- Confucius </li></ul>
    9. 9. LSS Knowledge Transfer <ul><li>Green Belt instruction and coaching support </li></ul><ul><li>Complex data analysis </li></ul><ul><li>Enterprise kaizen facilitation </li></ul><ul><li>Strategic Planning </li></ul><ul><li>A3 instruction and coaching support </li></ul><ul><li>Local kaizen facilitation </li></ul><ul><li>Green Belt Program support </li></ul><ul><li>Strategic Deployment </li></ul><ul><li>Project work - results </li></ul><ul><li>Project Leaders </li></ul><ul><li>A3 coaching support </li></ul><ul><li>Strategy Execution </li></ul>
    10. 10. CTCA LSS Curriculum <ul><li>A3 Performance Improvement SM Program </li></ul><ul><li>Lean Six Sigma Green Belt Course </li></ul><ul><li>Executive Champion Training </li></ul><ul><li>Lunch and Learn Sessions </li></ul><ul><li>Kaizen Facilitator Training </li></ul>
    11. 11. A3 Performance Improvement SM <ul><li>Foundational Offering </li></ul><ul><ul><li>Fosters a culture of Lean Thinking and “ Learning to See ” </li></ul></ul><ul><ul><li>8 week course (2 hour class per week) </li></ul></ul><ul><ul><li>Typically 20 participants per offering </li></ul></ul><ul><ul><li>Learn by doing </li></ul></ul><ul><ul><li>Lean tool training and application </li></ul></ul><ul><ul><li>Projects focused on incremental improvements </li></ul></ul><ul><ul><li>Projects typically stem from VOC information and pain points </li></ul></ul>
    12. 12. A3 Performance Improvement SM and DMAIC
    13. 13. LSS Green Belt Program <ul><li>Specialized Offering </li></ul><ul><ul><li>Participants selected based on established criteria </li></ul></ul><ul><ul><li>Average class size: 8-10 students per year </li></ul></ul><ul><ul><li>11 days of class time over a four month period </li></ul></ul><ul><ul><li>Learn by doing </li></ul></ul><ul><ul><li>DMAIC methodology with both Lean and Six Sigma tool application </li></ul></ul><ul><ul><li>High impact projects </li></ul></ul><ul><ul><li>Projects directly support strategic objectives </li></ul></ul><ul><ul><li>Involves extensive mentoring and coaching </li></ul></ul><ul><ul><li>Physician program </li></ul></ul>
    14. 14. Program Support Courses
    15. 15. Strategy Deployment Example According to our Patient Loyalty data, scheduling is one of the top concerns for patient dissatisfaction across the enterprise. There were 214 complaints, suggestions, inquiries and grievances for the period of July 2009 to February 2010, related to scheduling. Reduce the number of patient complaints related to scheduling by 50% by July 1, 2010. Problem Statement: SMART Goal Statement:
    16. 16. Key Indicators of Success <ul><li>Patient Loyalty </li></ul><ul><ul><li>Net Promoter Score: 94.4 </li></ul></ul><ul><li>Post Graduate Projects </li></ul><ul><li>Contribution to CTCA Growth </li></ul><ul><ul><li>50% of FY11 Growth due to Enterprise Kaizen activity </li></ul></ul><ul><li>Net Financial Impact </li></ul>
    17. 17. LSS Program Net Benefit $900k $2.4M $12.3M $12.6M
    18. 18. Start Up Net Benefit Example <ul><li>Actual example of a partner hospital applying the same model. </li></ul>$5M Net Benefit
    19. 19. Lessons Learned <ul><li>Leadership support must be active, not passive </li></ul><ul><li>If you do not have leadership support, then you are not selecting the right projects or are not delivering </li></ul><ul><li>Focus on early successes and supportive departments </li></ul><ul><li>Do not limit yourself to one deployment tactic </li></ul><ul><li>Self sustainability goal of 2 years from program implementation </li></ul><ul><li>Utilize existing structures to integrate your program </li></ul><ul><li>Maintain flexibility in adoption styles and delivery methods </li></ul><ul><li>Select the tools that fit your organization </li></ul><ul><li>Don’t get lost in the details of mechanics </li></ul><ul><li>Training programs without direct ties to organizational goals and objectives are resource drainers and resume builders </li></ul><ul><li>Learning styles vary </li></ul><ul><li>Change Management is key to sustainability </li></ul>
    20. 20. The Future of LSS at CTCA
    21. 21. <ul><li>Are your results tied to key strategic drivers? </li></ul><ul><li>Do your employees understand how your LSS program supports the Mission for your organization? </li></ul><ul><li>What deployment tactics are utilized as part of your LSS program and supported via training? </li></ul><ul><li>What is currently working? What isn’t? </li></ul><ul><li>Is your program showing a return on investment? </li></ul>Key Takeaways
    22. 22. <ul><li>For more information please contact: </li></ul><ul><li>Alora Brock </li></ul><ul><li>alora.brock@ctca-hope.com </li></ul>© 2011 Rising Tide Thank You! Questions?
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