The document summarizes a Lean Six Sigma project to decrease the cycle time from arrival to receiving a medical evaluation (RME) for emergency department patients with an acuity level of 3-5. The current median time is 1 hour and 34 minutes with significant non-value added time. The project aims to reduce the median time to 37 minutes initially and ultimately 18 minutes by streamlining the process and eliminating waste. Key changes proposed include parallel registration and clinical assessment, pushing patients to the next step rather than pulling from waiting rooms, and eliminating unnecessary waiting between steps. Next steps outlined are analyzing the detailed process flow, conducting Kaizen events to implement changes in phases, and ultimately eliminating all wasted steps.
This article intended to analyze what are the main techniques (either classic or agile) used in software development in small and medium-sized companies, ranking them on a use-level scale and looking for the level of agility inside those companies.
At Effluent Treatment Innovations our Wastewater Treatment Consultancy Service approaches wastewater treatment through a unique process of Risk Assessment from the water source to the effluent discharge and then provides the client with a detailed Risk Management Plan to reach and maintain consistent discharge Compliance.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
This article intended to analyze what are the main techniques (either classic or agile) used in software development in small and medium-sized companies, ranking them on a use-level scale and looking for the level of agility inside those companies.
At Effluent Treatment Innovations our Wastewater Treatment Consultancy Service approaches wastewater treatment through a unique process of Risk Assessment from the water source to the effluent discharge and then provides the client with a detailed Risk Management Plan to reach and maintain consistent discharge Compliance.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Things to keep in mind before starting a test planNexSoftsys
If you are going to start a test plan, then you will know that most of the time in software testing, there is more debate on its quality and plan of activities. Today many things are worth noting, but you have to pay attention to these important things before starting the test plan.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
Presentation given at Big Apple Scrum Day 2015 on advanced metrics for agile and scrum teams. It is recommended that teams track a few metrics for each of the 5 categories outlined in the presentation to be able to assess the impact of activities supportive of continuous improvement. The presentation includes over 30 metrics to give teams ideas on what they can measure. There isn’t a requirement to track 30 metrics on a scrum or agile team but rather teams should track just enough metrics to be able to understand their performance.
Six Sigma is a robust problem-solving method. However, training is often expensive due to time and software requirements.
Over the course of my career, have often had to deliver easy-to-use, how-to, training on the Six Sigma method. These slides teach how to begin, execute and complete a project using key tools, such as CTQ tree, Process Mapping, Measurement System Analysis, Capability, Hypothesis Testing, Design of Experiments, Brainstorming, Control Charts, etc.
Including exercises, this training can be delivered in 3 days; and with some mentorship, close to green belt level performance can be achieved.
thanks for your interest.
Matt Brennan, formerly the director, Surgical Support Services, Supply & Logistics at a large academic institution, developed this presentation to share the story of his experience working with a combined team of emergency department nurses and supply chain staff to develop a new, lean approach to supply management in the ED. Matt reviews the benefits that can be achieved using a Lean Six Sigma approach to continuous improvement with nursing staff, including:
- Significantly increasing nurse satisfaction and reducing nurse turnover
- Measurably reducing labor and supply costs
- Ensuring the optimal match between inventory management approach and the unique needs of each department, specifically, identifying less expensive methods of commodity product replenishment
- Working with a black belt consultant, this team of ED nurses, supply & distribution and administration staff held a Lean Six Sigma Kaizen event to redefine and redesign processes. Their results included:
- Fewer SKUs ordered on a daily basis
- Reduced staff touches
- Elimination of cycle counts within PAR areas
- Elimination of data entry errors
- Reduced nursing time spent on supply management
- Reduced restocking time for staff
- Fewer stock-outs (1.5%)
- Improved cabinet-system compliance (74% to 97%)
- Improved nursing engagement
This presentation is designed to help supply chain leaders in hospitals create effective partnerships with nursing teams, leveraging the unique strengths of both nursing and supply chain leaders in designing systems, and avoiding pitfalls that cause delays in making improvements to your supply management programs.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Things to keep in mind before starting a test planNexSoftsys
If you are going to start a test plan, then you will know that most of the time in software testing, there is more debate on its quality and plan of activities. Today many things are worth noting, but you have to pay attention to these important things before starting the test plan.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
Presentation given at Big Apple Scrum Day 2015 on advanced metrics for agile and scrum teams. It is recommended that teams track a few metrics for each of the 5 categories outlined in the presentation to be able to assess the impact of activities supportive of continuous improvement. The presentation includes over 30 metrics to give teams ideas on what they can measure. There isn’t a requirement to track 30 metrics on a scrum or agile team but rather teams should track just enough metrics to be able to understand their performance.
Six Sigma is a robust problem-solving method. However, training is often expensive due to time and software requirements.
Over the course of my career, have often had to deliver easy-to-use, how-to, training on the Six Sigma method. These slides teach how to begin, execute and complete a project using key tools, such as CTQ tree, Process Mapping, Measurement System Analysis, Capability, Hypothesis Testing, Design of Experiments, Brainstorming, Control Charts, etc.
Including exercises, this training can be delivered in 3 days; and with some mentorship, close to green belt level performance can be achieved.
thanks for your interest.
Matt Brennan, formerly the director, Surgical Support Services, Supply & Logistics at a large academic institution, developed this presentation to share the story of his experience working with a combined team of emergency department nurses and supply chain staff to develop a new, lean approach to supply management in the ED. Matt reviews the benefits that can be achieved using a Lean Six Sigma approach to continuous improvement with nursing staff, including:
- Significantly increasing nurse satisfaction and reducing nurse turnover
- Measurably reducing labor and supply costs
- Ensuring the optimal match between inventory management approach and the unique needs of each department, specifically, identifying less expensive methods of commodity product replenishment
- Working with a black belt consultant, this team of ED nurses, supply & distribution and administration staff held a Lean Six Sigma Kaizen event to redefine and redesign processes. Their results included:
- Fewer SKUs ordered on a daily basis
- Reduced staff touches
- Elimination of cycle counts within PAR areas
- Elimination of data entry errors
- Reduced nursing time spent on supply management
- Reduced restocking time for staff
- Fewer stock-outs (1.5%)
- Improved cabinet-system compliance (74% to 97%)
- Improved nursing engagement
This presentation is designed to help supply chain leaders in hospitals create effective partnerships with nursing teams, leveraging the unique strengths of both nursing and supply chain leaders in designing systems, and avoiding pitfalls that cause delays in making improvements to your supply management programs.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Educational presentation for medical laboratory technologists on how to create a lean culture in their workplace to improve the healthcare service by minimizing waste and enhancing work effeciency. An example in this presentation is about minimizing patient's wait time in the laboratory reception area.
Operations Management for MBA classes: I use the Heizer & Render textbook, so some of the slides are directly from them. I am busy adding a soundtrack. As soon as I have completed them I shall upload slides with a soundtrack.. Johan Jordaan
This class and topic will cover a series of continuous improvement approaches used in business.
The discussion will ensure that lessons learned during class become tools an employee or manager may use to ensure improvements.
Topics include but are not limited to Poke Yoke, Kaizen, 5S and Six Sigma.
'How To Apply Lean Test Management' by Bob van de BurgtTEST Huddle
Cost reductions and the quest for more efficiency are more evident in today’s business world. It also follows that our testing processes will ultimately be affected. When test techniques and methods for structured testing are introduced, this results in improvements in the production of more consistent and predictable results.
Introducing a risk based approach to testing makes it easier for the business to determine to what extent testing is necessary and most efficient. The resulting Go/No- Go decision process may not be sufficient for all companies so other creative methods need to be investigated. Many management theories speak about “Lean” as being one of the solutions. One of the key steps in using “Lean” is the identification of which steps add value to the customer and which do not. This track will give you information to start using “Lean” within testing and more specifically within test management.
The presenter will also look at Lean Six Sigma as being one of the more popular theories that introduces the concept of “Lean” in combination with obtaining higher quality products. This subject will also be explained in combination with testing and test management. This track will focus on applying Lean Six Sigma techniques to test management processes using practical examples from customer cases. The audience can take home a practical “Lean Test Management” overview which they can apply in their own companies.
This track is especially of interest to business managers, IT managers, QA managers and test managers that are involved in improving the quality of test management processes.
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
Peeking behind the test: insights and innovations from the Medical Council of...MedCouncilCan
2015 CCME
MCC Business Session
Peeking behind the test: insights and innovations from the Medical Council of Canada. We will showcase new technological innovations such as the automated item generation, automated scoring and the MCC’s new item bank MOC5.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Total Quality Management_module 4_18ME734.pptxRoopaDNDandally
Module - 4
Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types of problems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, case studies.
Statistical Process Control : Pareto diagram, process flow diagram, cause and effect diagram, check sheets, histograms, statistical fundamentals, Control charts, state of control, out of control process, control charts for variables, control charts for attributes, scatter diagrams, case studies
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
1. Olive View Medical Center
Emergency Department
Lean Six Sigma: Door to RME Cycle Time
Jordan Kessler, RN
1/9/2014
2. Project Scope: Decrease cycle time from Arrival to RME
Doctor (ESI 3-5)
• Project selection approach
1. Identified four potential projects
2. Gathered time stamp data for each potential project
3. Used benchmarks and waste walk to determine
performance gaps
4. Selected this project based on the highest score on the
project selection matrix
• Project targets
▫ Performance gap (1-5): 4 – validated by lean measures
▫ Current median time: 1 hr. and 34 minutes
▫ Goal median time: 37 minutes – based on benchmark
▫ GOAL Median Time BASED ON LEAN SIX
SIGMA MEASURE - 18 minutes
No Wait time in between steps
No sitting down or back and forth
Taking only the value added time with at least
80% efficiency rate.
Current performance gap
(1= gap is small; 5= large gap with ideal performance)
4
Cost to business if NO changes made
(1= low cost; 5=high cost)
4
Impact on customer satisfaction
(1= low impact; 5= high impact)
4
Degree of waste
(1= little or no waste; 5= lots of waste)
4
Customers can be defined
(1= not easily defined; 5=easily to define)
4
Inputs can be identified
(1= hard to identify; 5easy to identify)
4
Outputs can be identified
(1= hard to identify; 5easy to identify)
5
Data is available
(1= difficult to collect or manual; 5easy to obtain,
electronic)
5
Team needed to understand / identify solutions
(1= team NOT needed; 5= team definitely needed)
4
Team has authority to implement solutions
(1= little or no authority; 5= has authority to implement)
4
Manageable project scope
(1= very large scope; 5= contained, narrow scope)
3
Total Score 45
Project Selection Matrix
3. ICN Desk
(2 mins)
RME
(6 mins)
Vitals
(3 mins)
Triage
(4 mins)
Registration
(3 mins)
Wait Room
Wait Room
Wait Room
Wait Room
8 minutes
13 minutes
45 minutes
10 minutes
The current process from door to doctor takes 1 hour and 34
minutes
Current Patient Flow
Current Metrics
• Total cycle time: 1 hr 34 mins
• Value added time: 13 mins
• Non-value added time: 1 hr 21 mins
• Process cycle efficiency: 13.82%
Key Definitions
• Process cycle efficiency (PCE): the
percentage of value-add time divided by total
time (cycle time)
• Value added time: time associated with work
that is desired by the customer
• Non-value added time: time related to work
not beneficial to customer – by lean standards is
waste in a process
N/A
18.75 %
33.33%
23.08%
11.76%
Efficiency
Process Step
(VA Time)
Wait Time
(NVA Time)
Key Highlights
Value added time
Total cycle time
PCE
4. ICN Desk
(2 mins)
RME
(6 mins)
Vitals
(3 mins)
Triage
(4 mins)
Registration
(3 mins)
Wait Room
Triage Wait Line
RME Wait Line
Wait Room
15 minutes
The goal of the proposed process is to get from door to doctor
in 37 minutes
Proposed Patient Flow
N/A
100 %
100%
42.86%
21.05%
Registration
(3 Mins)
Efficiency
Process Step
(VA Time)
Wait Time
(NVA Time)
Proposed Metrics- Benchmark
Total cycle time: 37 mins
• Value added time: 18 mins
• Non-value added time: 19 mins
Process cycle efficiency: 48.65%
Proposed Metrics- Ideal – Lean SS Standard
Total cycle time: 18 min
• Value added time: 13 mins
• Non-value added time: 0 to 5 min
Process cycle efficiency: 80% to 100%
Key Proposed Changes
• Patients are pushed to the next step rather than
pulled from the waiting room
• Registration should be a parallel process with the
clinical assessment
• The RME MD/NP does not waste time looking for
the next patient
• Limit microphone usage and time wasted finding
patients/rooms
• Eliminate time wasted for RME orders due to no
quick registration
4 minutes
Key Highlights
8. NEXT STEPS
• Analyze the detailed Process Flow (approx 60 steps) with PFS Co-participant, committee and
stakeholders to eliminate waste in the process and implement parallel functions
• Conduct Kaizen events to implement phased changes
Phase I – Registration with clinical functions
Phase II – Physical re-configuration of patient flow
Phase III- Eliminating all the wasted steps in the process