Tying Lean Six Sigma Project Work to Strategy

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  • Jenni
  • Jenni
  • Examples of critical issues include: The Quality Story, Consistent Delivery of Innovative Care that is Valued by Patients, Critical Position Staffing, CTCA Growth Strategy, Reach Target Audience and Increase Patient Access
  • Organizational Development: Train and Certify 85% of stakeholders in A3 Performance Improvement SM and at least 12 new LSS Green Belts Quality/Patient Experience: Align with Pillars and Critical Issues to support initiatives such as Reducing Patient Falls, Streamlining Flow in the new Patient Empowered Care Clinic, etc. These issues will always have a place in the plan, but they may change based on regulatory need or hospital-specific issues Financial Goals: Deliver 1.6% to CTCA’s bottom line through Lean Six Sigma initaitives Build up to 1.6% year over year (1.6% in year 3) Back into this number based on total activity/projects— we make estimates based on historical performance—such as an Average Green Belt project will deliver approximately $100,000—even including quality/patient-focused projects
  • The Impact and Implementation Grid is a simple way to prioritize projects. We use this tool in settings like Kaizen events because they help us quickly work through a large amount of ideas. The CTCA Lean team is currently using an excel-based tool to prioritize projects (show screen shot) but for the purposes of the exercise today, we are going to keep it simple. The Impact—from low impact to high impact—can be “valued” by a variety of things: patient impact, business or financial impact, strategic impact The Implementation placement—from easy to difficult can be based on time, expense, or resources Working with the other people in your group, take a look at the 5 mini case studies and try to appropriately place the projects on the grid. Next, I will show you how CTCA prioritized these projects.
  • Tying Lean Six Sigma Project Work to Strategy

    1. 1. Lean Six Sigma and Process Improvement in Healthcare Summit Jennifer Smith, Director of Lean Six Sigma May 11, 2011 Tying Lean Six Sigma Project Work to Strategy
    2. 2. Overview <ul><li>Welcome and CTCA Overview </li></ul><ul><li>Strategic Planning Activity </li></ul><ul><ul><li>Strategic Pillars </li></ul></ul><ul><ul><li>Impact/Implementation Tool </li></ul></ul><ul><ul><li>Project Scoping </li></ul></ul><ul><li>Lean Six Sigma Strategic Plan and Project Portfolio </li></ul><ul><li>CTCA Results </li></ul><ul><li>Q&A </li></ul>
    3. 3. Objective <ul><li>Understand how Lean Six Sigma can strategically drive patient-focused and business results through your Lean, Quality, and Process Improvement initiatives </li></ul>
    4. 4. <ul><li>Our Mission </li></ul><ul><li>CTCA is the home of integrative and compassionate cancer care. </li></ul><ul><li>We never stop searching for and providing powerful and innovative therapies to heal the whole person, improve quality of life and restore hope. </li></ul><ul><li>Our Vision </li></ul><ul><li>To be recognized and trusted by people living with cancer as the premier center for healing and hope. </li></ul>Cancer Treatment Centers of America ® CTCA specializes in treating complex and advanced stage cancers
    5. 5. Lean Six Sigma at CTCA <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>
    6. 6. The Essence of Lean Lean is a culture of continuous improvement aimed at identifying and eliminating waste All work processes must be controlled, constantly modified, and improved by the people who do the work Lean is about People!
    7. 7. Strategic Planning at CTCA <ul><li>Our entire strategy lives in one simple concept: putting the patient at the center of everything we do. </li></ul><ul><li>Strategic components include: </li></ul><ul><ul><li>Driving Force </li></ul></ul><ul><ul><li>Business Concept </li></ul></ul><ul><ul><li>Areas of Excellence </li></ul></ul><ul><ul><li>Current vs. Future Profile </li></ul></ul><ul><ul><li>Strategic Filters </li></ul></ul><ul><ul><li>Critical Issues </li></ul></ul>
    8. 8. Strategic Planning for Lean <ul><li>Begin with CTCA Pillars and Critical Issues </li></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Growth </li></ul></ul><ul><ul><li>Productivity </li></ul></ul><ul><ul><li>Talent </li></ul></ul><ul><li>Supplement with ideas of excellence from outside sources </li></ul><ul><ul><li>Baldridge National Quality Program </li></ul></ul><ul><ul><li>The Shingo Prize for Operational Excellence </li></ul></ul><ul><li>Strengths/Weaknesses/Opportunities/Threats </li></ul><ul><li>Develop 3 year Strategic Plan </li></ul><ul><ul><li>Focus on tactical plan for year 1 </li></ul></ul><ul><ul><li>Establish Patient Quality and Financial Goals </li></ul></ul>
    9. 9. Goal Setting <ul><li>Lean Six Sigma Strategic Plan includes specific goals for the organization—by year/by hospital </li></ul><ul><ul><li>Organizational Development: Train and Certify 85% of stakeholders in A3 Performance Improvement SM and at least 12 new LSS Green Belts per hospital </li></ul></ul><ul><ul><li>Quality/Patient Experience: Align with Pillars and Critical Issues to support initiatives such as Reducing Patient Falls, Streamlining Flow in the new Patient Empowered Care Clinic, etc. </li></ul></ul><ul><ul><ul><li>These issues will always have a place in the plan, but they may change based on regulatory need or hospital-specific issues </li></ul></ul></ul><ul><ul><li>Financial Goals: Convert1.6% of gross revenue to profit (bottom line impact) through Lean Six Sigma initiatives </li></ul></ul><ul><ul><ul><li>Build up to 1.6% year over year (1.6% in year 3) </li></ul></ul></ul><ul><ul><ul><li>Back into this number based on total activity/projects </li></ul></ul></ul>
    10. 10. Activity <ul><li>Pretend you are the Director of Lean Six Sigma at CTCA’s newest hospital in Newnan, Georgia </li></ul><ul><ul><li>On your table, there is an envelope with the following materials </li></ul></ul><ul><ul><ul><li>CTCA Pillars Handout </li></ul></ul></ul><ul><ul><ul><li>CTCA Project Scoping Handout </li></ul></ul></ul><ul><ul><ul><li>5 real CTCA projects </li></ul></ul></ul><ul><ul><ul><li>Impact/Implementation Grid </li></ul></ul></ul><ul><ul><ul><li>Post-It Notes </li></ul></ul></ul><ul><ul><li>Review the projects and use the Impact/Implementation grid to prioritize projects </li></ul></ul><ul><ul><li>Group Discussion </li></ul></ul><ul><ul><li>Project Selection and Implementation Planning </li></ul></ul>
    11. 11. Project Prioritization Impact Implementation High Low Easy Difficult
    12. 12. Project Scoping <ul><li>The Lean Six Sigma program at CTCA uses 3 main tools for project scoping (please refer to the Project Scoping Handout) </li></ul><ul><ul><li>A3 Performance Improvement SM </li></ul></ul><ul><ul><li>Green/Black Belt Projects </li></ul></ul><ul><ul><li>Kaizen Events </li></ul></ul><ul><li>Some project ideas may fall into “other” categories </li></ul><ul><ul><li>Project Management, “Management 101”, Just Do It </li></ul></ul><ul><li>This is where Strategic Planning and Project Selection meet </li></ul><ul><ul><li>How can these projects help my hospital reach their patient and business objectives? </li></ul></ul>
    13. 13. Project Selection and Prioritization
    14. 14. CTCA FY10 Results <ul><li>Total Stakeholders A3 or Green Belt Certified: 468 </li></ul><ul><li>Patient Wait Time Eliminated: 53,816 Hours </li></ul><ul><li>NVA Stakeholder Time Eliminated: 76,487 Hours </li></ul><ul><li>Net Impact: $13,748,782 </li></ul>

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