1. 2. MAP: Evaluate Current State
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• A minimum of 35 manual touchpoints occur in the lifecycle of a document that is routed
through VAPAHCS' front office.
• Documents are either interoffice mailed or delivered in-person by Service Chief's or their
representatives.
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AO/SC Adds
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Director
Approves?
Yes
Yes
(11)
Revisions
Required?
No
Yes
(001M)
Revisions
Required?
0
(001K)
Revisions
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Yes
(001A)
Revisions
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Yes
No
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2/16/16Print Participant Name: Jeff Longhorn, MBA Participant Signature/Date Green Belt Workshop Date/Location! 1/23/14,
Project Name: Project Dates — 08/01/14 to 01/30/16
2. MEASURE: Identify operational barriers and failure models in the current process.
1. 35 manual steps are needed to route a paper document through the front office, which can results
in lost or missing document. This results lost time from stakeholders, Service Chief's, and even
executive staff spent on proofreading edits, comments and feedback.
2. Documents are tracked manually be staff entering the documents location on an excel spreadsheet
which has resulted in tracking errors, which have led to:
o Stakeholders contacting the front office requesting the status of the documents route.
o Manual tracking errors have led to incorrect status updates to stakeholders and unnecessary
resubmissions for document routing.
4. CHANGE: Improve Systems
Using SharePoint as a database and by creating a routing workflow, documents cannot be lost,
stakeholders can visually track the document through it's route, and several man hours have been
eliminated, thus creating time and capital savings.
1. TEAM/AIM: Define the Problem
VA Palo Alto Health Care System (VAPAHCS) had significant challenges with its document routing,
reviewing, editing, and approving process through the executive office. Multiple customer
complaints indicated documents were being lost in routing, routing completions were between
one month and 10 months, over 150 policy documents, also known as Health Care System
Memorandums (HCSMs) were expired at any given time.
5. SUSTAIN: Sustainability Strategy
The Medical Center Director is highly impressed and appreciative of the new process, in which she is a
stakeholder. She has approved the Office of the Associate Director to continue the process.
Plans to rollout this process to the rest of the executive administration team is scheduled to occur next
week.
My signature certifies that Jeff Langham, MBA (name of participant) actively participated in the above project and completed this A3 Report on their own:
Walt C. Dannenberg, FACHE, Associate Director (Executive Sponsor Signature and 2/16/2016 (Date)