Quality Clinic Do-It-Yourself Kit - sample

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A sample of the Quality Clinic Do-It-Yourself Kit -- a set of high-quality training resources for healthcare Lean Six Sigma.

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Quality Clinic Do-It-Yourself Kit - sample

  1. 1. Quality Clinic SM Lean Six Sigma Foundational Training DO-IT-YOURSELF KIT
  2. 2. Quality Clinic Objectives 1. To teach the essential, foundational concepts of Lean Six Sigma 2. To change the way you perceive the work around you, as well the opportunities for improvement 3. To introduce specific tools that are used to analyze and address common business problems 4. Provide a step-by-step guide for problem-solving 5. To help you solve problems more effectively The goal: Inform, equip and empower 2
  3. 3. Quality Clinic What IS Lean Six Sigma? Lean + Six Sigma = Powerful Improvement Partnership • Data-driven, structured approach to improving business performance and solving organizational problems • Puts the customer first in judging quality and performance • The marriage of two complementary philosophies & toolsets: 1. Lean • • • • 2. Six Sigma Reduces waste Improves flow / speed Visual tools Increases value-added nature of the work • • • • Reduces variation / defects Strives for perfection Statistical / analytical tools Builds quality / value into the process from the start A powerful 1-2 punch for process improvement 3
  4. 4. Quality Clinic What Lean Six Sigma DOES Lean Six Sigma is a proven methodology for: • Reducing cycle time -> YOU are not moving more quickly … your PROCESS is • Reducing defects -> YOU are not trying harder … your PROCESS is working better • Reducing delay -> YOU are not PUSHING things through … your PROCESS is flowing and PULLING them • Boosting profits -> Your PROCESS is profitable … for the organization, the customer and the community • And for gaining competitive advantage -> Your processes cost less, your margins are higher and you solve problems more effectively This is what you can do with it. 4
  5. 5. Quality Clinic The Decision At a high level, Lean Six Sigma is the decision that you’re going to judge or measure your performance, and compare it to something meaningful, objective and far-reaching. Then comes the question – what to compare to? At this point, you realize that: • Your customers define your existence. • They define what Quality means. • Your Quality should vary as little as possible in their eyes, and objectively; and • You should measure Quality the same way they do. And so ultimately, Lean Six Sigma is the decision to define and measure Quality the same ways your customers do. Lean Six Sigma, therefore, is not just a methodology, or a toolset, or a statistical measure … it is a decision. The decision has been made 5
  6. 6. Quality Clinic Work is a Process “If you can’t describe your work as a process, you don’t know what you’re doing.” W. Edwards Deming American statistician, professor, author, lecturer and consultant http://www.brainyquote.com/quotes/quotes/w/wedwardsd133510.html You have no business having no process 6
  7. 7. Quality Clinic Work is a Process All work is – or should be – a process • Process: A series of ordered steps designed to accomplish a specific goal or purpose Start Step A Step B Step C Step D Finish Lean Six Sigma focuses on the process 7
  8. 8. Quality Clinic Customers S P O C Suppliers • • • I Inputs Process Outputs Customers Provides a bird’s-eye view of the process flow in its context Allows team to brainstorm full range of customers/recipients/benefactors Typically eye-opening when done with cross-functional team 8
  9. 9. Quality Clinic Benefits of Flow How does Flow help a health system? • • • • Shortens process cycle time Enhances customer service and satisfaction Lowers unit costs Increases productivity The ultimate reason for eliminating waste in a process is to ensure that value can flow to the customer as quickly as possible. • • • • • Reduces harmful delays Reduces boarding Fewer off-service patients Eases ED overcrowding Improves safety and effectiveness Improves access to, and quality of, healthcare 9
  10. 10. Quality Clinic The Goal You want value to flow freely … VALUE … from your business to your customers ? But your process gets in the way 10
  11. 11. Quality Clinic Enemies of Flow & Value What gets in the way? • • • • • • Hand-offs Decision points Bureaucracy Batching Silos Redundancy • • • • • Variation Errors Complexity Lack of a process Out of the norm (“cash vs. card”) Uneven workload 11
  12. 12. Quality Clinic The 8 Types of Waste D efects O verproduction W aiting N ot utilizing employee ideas T ransportation I nventory M otion E xtra processing • Just in case… • We might need it… • It’s possible… • You never know… Can you think of any examples? 12
  13. 13. Quality Clinic Food-for-Thought Are there any bottlenecks or delays where you work? What types of inventory do you have? What is/are the constraint(s)? How can you mitigate them? How is your world similar to Alex’s? 13
  14. 14. Quality Clinic Variation Where do defects come from? (Part 2) Variation Sigma (s) = Greek letter • The way work is done tends to vary (person-to-person, day-to-day, etc.). used to represent variation in set of numbers • This leads to variation in outcomes and Quality. (“Results may vary.”) • To minimize defects, waste and errors, variation must be controlled. • The goal of Lean Six Sigma is to reduce variation so that performance always meets customers’ requirements. Variation is what we notice 14
  15. 15. Quality Clinic How big is an index card? MAN (People-related factors) METHOD (Process, policy) MACHINES (Equipment, computers) Why aren’t the measurements the same? MATERIALS (Supplies, software) METRICS (Data, numbers) MOTHER NATURE (Environment, culture, regulations) 15
  16. 16. Quality Clinic Standardization What is Standard Work? • A simple description of how to consistently perform a particular process or task – – – – Safest Highest quality Only acceptable way Most efficient • Provides guideline for time required • Regularly reviewed, taught and improved • Applied to all work areas What SHOULD be standardized? 16
  17. 17. Quality Clinic Why do we call it “5S?” 1. Sort – Keep only what is necessary 2. Set in Order – Everything with a place … everything in its place 3. Shine – Wipe, clean, polish, prepare all surfaces 4. Standardize – Make the first 3S’s a routine – at job & co. level 5. Sustain – Rewards, incentives, recognition, pictures, data 17
  18. 18. Quality Clinic What is Lean Six Sigma? “ Lean Six Sigma is the most robust methodology used today for solving problems in an organization. It ensures that a structured approach based on data is used so that the best solutions are generated and that they are then embedded in an organization. 100% Effective Training ” 18
  19. 19. Quality Clinic DMAIC Define the business opportunity. What is the customer’s expectation of the process? What is the process that needs to be examined? Measure the process current state. What are the key metrics for this process? Analyze the data to determine root causes. How is this process currently performing? When, where, and why do defects occur? Improve the process by reducing variation and eliminating waste. What are the root causes? How can we fix the process? Control and sustain the improvements. Are the customer needs met? How can we keep the process fixed? DMAIC starts and ends with the customer OSSS LSS Green Belt v9.0 - Introduction 19
  20. 20. Quality Clinic Define KEY DELIVERABLES: • VOC • Customer CTQ • Project Team • Project Charter • Observation • SIPOC GOAL: Define the problem and the project 20
  21. 21. Quality Clinic Measure KEY DELIVERABLES: • Data Collection Plan • Sampling • Validation GOAL: Collect appropriate data 21
  22. 22. Quality Clinic Analyze KEY DELIVERABLES: • “Pictures” of the data • Key statistics • Process capability • Root-cause analysis • “Pictures” of the process GOAL: Identify root causes … “peel the layers” There are a thousand hacking at the branches of evil to one who is striking at the root. -Henry David Thoreau 22
  23. 23. Quality Clinic Improve KEY DELIVERABLES: • Prioritized list of potential solutions • Standardized procedures • Visual improvements • Error-proofing steps • Pilot GOAL: Formulate specific improvements that address root causes 23
  24. 24. Quality Clinic Control KEY DELIVERABLES: • Implementation Plan • Control Plan • Validation • Assessment GOAL: Implement changes that last 24
  25. 25. Quality Clinic A3 Purpose of A3: 1. Document your improvement project 2. Tell your story 3. Gain buy-in 4. Guide your work 5. Track progress Provides flow and clarity 25

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