Download - Medical Presentation[1]
National Association of Health Services ExecutivesEmpowering the Next Generation of Health Care Leaders Today
Lean and Six Sigma PresentationLatoya L. WallThe Bulsard Group, LLCSeptember 2012
Agenda
Who are we? - IntroductionWhy now, Why me? – Business CaseWhat will we accomplish? – Lean and Six
SigmaHow will we accomplish this? – The ProcessWhere and When? – Next Steps
2
3
Who are we? - Introduction
www.bulsardgroup.com
12 Point Approach
4
Value Maturity Model
5
Business Opportunity Identified “ Value Definition”
“Value Creation”
“Value Delivery”
“Value Capture”
“Value Optimization”
6
4 Measures of Organizational Performance
Efficiency Capability
Effectivity Capacity
Proc
ess
Dep
ende
nt
People DependentLow High
Low
Hig
h
Why now? – Business Case
Lean Six Sigma in Healthcare Areas of Innovation Lowering healthcare costs due to inefficiency, inappropriate care,
duplicative care and incomplete information Generating additional savings by reducing waste, decreasing medical
errors and improving quality Improving patient outcomes, and detecting, preventing, and managing
chronic disease Transforming the economy with science and technology
“Each of the nation’s 5,700 hospitals must cut $2.6 million a year on average in costs in the next 10 years to meet the demands of President
Obama’s proposed health care reform, a daunting task when half of those hospitals lose money.” USA Today
7
FROM THE HEADLINESUses of Lean Six Sigma in healthcare are growing exponentially due to
$147 B in American Recovery & Reinvestment Act (ARRA) of 2009 funding for 5 years
Each of USA’s 5,700 hospitals must cut $2.6 M a year in costs in next 10 years
Why me? – NAHSE
National Association of Health Services Executives• Mission is to improve quality, access to and availability of health services for
those who are poor and underserved• Focus is on collaborative thinking as a source of energy to set the bar in
delivering lasting solutions• Provides a powerful vehicle for the design, direction and delivery of quality
health care to all people• At the heart of NAHSE is the powerful forward momentum to constantly
refine, refocus and renew
8
NAHSE Can Be a Leader: Empowering the Next Generation Through Innovation!
Why me? –Individual InvolvementLean and Six Sigma Certification Levels and Salary Benefits
ExecutiveMaster Black
BeltLeadership Training
Global Projects at $5M Savings and above
Black Belt5-6 Weeks In Depth Concept Training Projects at $1M Savings and above
Green Belt3 Week In Depth Concept Training Projects at $500K Savings and above
Yellow Belt2 Day Multi-tool Training
White Belt1 Day Overview Training
9
$87,783*Median Salary
$109,141*Median Salary
$168,138*Median Salary
*Median Salary is based on 2012 rates for Houston, TX
Lean and Six Sigma OverviewWhat will we accomplish?
11 04/10/2023
Premise of Lean…Lean was pioneered by the Toyota Production System
• Sources of waste can be eliminated in every area of production along the value stream
• Focus is on efficient operation by • Reducing cycle time• Improving quality• Aligning production with demand• Reducing inventory• Improving process safety
• Focus areas include customer relations, product design, supplier networks, and factory management
Before After
Toyota Company = World Class Performance!!!
12 04/10/2023
Sources of Waste - DOWNTIMEDefects: Errors which cause rework, repair, and/or replacement.
Overproduction: Producing products outside of targets or services
prematurely.
Waiting: Delays in parts, machine, signatures, etc. which increase
lead time.
Not Using People Well: Poor utilization of work force’s time and
talents.
Transportation: Nonessential transport of products or delivery of
services.
Inventory: Excess components above minimum business target
objectives.
Motion: Movement of resources not value adding to product or
service delivery.
Excess-Processing: Inefficient processing of customer product
features.
13 04/10/2023
Premise of Six Sigma…Six Sigma was pioneered by Motorola and developed by GE
• Sources of variation can be identified, quantified and eliminated or controlled
• Focus is on reducing defects in our strategic or core processes which undermine customer loyalty
• Process improvements are data driven and improve overall process capability
-6 -3 0 +3 +6
LSL USL
T hree Sigma Process Six Sigma ProcessLSL USL
-6 0-3 +6+3
LSL: Lower Specification LimitUSL: Upper Specification Limitσ: measure of variation in a process
Specs are Customer Driven
Sigma Quality Level:
The Higher the Sigma level, the Better the Quality
Goal
GE 5 year savings = $12 B!!!
14 04/10/2023
Industry Sigma Rankings*
*Courtesy of Six Sigma Academy
7
Sigma Scale of Measure
1,000,000
100,000
10,000
1,000
100
101
DPMOPPM
•Restaurant Bills
Doctor Prescription WritingPayroll Processing
Order Write-upJournal Vouchers
Wire TransfersAirline Baggage Handling
Purchased Material Lot Reject Rate
Domestic Airline Flight Fatality Rate (0.43 PPM)
Best-in-ClassAverage Company
3 4 5 621
IRS - Tax Advice (phone-in)
(140,000 PPM)
15 04/10/2023
Change Management
FormalOrganization
InformalOrganization
PeopleWork
To implement any type of change you should first consider the impact to these components of an organization:
Inputs into the organization
Outputs to the organization
Congruence Model
Business Process ImprovementHow will we accomplish this?
17 04/10/2023
Example: Six Sigma in Oil & Gas – Process Mapping
BusinessProcess
Sub-processes
Detailed Sub-Process
Map
Land Imaging Process
Document Preparation
DocumentScanning
QC (Image Review)
Prep Documentsfor storage
Tasks Procedures
18 04/10/2023
Detail Process Map
CHECK TO SEE IF
DOCUMENT IN P8
CHECK TO SEE IF SCANNED DOCUMENT
IS IN TLS
DOC IN P8?
CHECK IMAGE QUALITY
RE-SCAN QC CHECK FAILED?
CHECK NO. OF PAGES
CHECK FOR 2X IMAGES
CHECK FOR CORRECT IMAGE
CATEGORY
CHECK FOR BLANK PAGE
CHECK FOR IMAGE CUT-OFF
CONFIRM PAGE SIZE CORRECT
DELETE DOCUMENTS
SEND DOCUMENTS
FOR FINAL QC
ENTER DOCUMENT NUMBER IN
TOBIN
VERIFY DOCUMENT
NUMBER
VERIFY DOCUMENT BOX
NUMBERVERIFY DATE
VERIFY BAR SHEET IS CORRECT
OPEN DOCUMENT IN
TLS
CHECK IMAGE QUALITY
MATCH DOCUMENT IN
TLS AGAINST P8
DOCUMENTS MISMATCH
?
VERIFY DOCUMENT
TYPE
FIX MISMATCH
RETURN TO BOX TO SEND TO
STORAGE
MISMATCH CAN’T BE
FIXED
CONTACT PROCESS ASST
OR IT
CAN BE FIXED BY IT (E.G., CHANGE
DATE)
RETURN TO BOX SEND TO STORAGE
No
Yes
Yes
Yes Yes
Yes
No
No
- PROCESS ASST- FILENET P8- DOC NO.- MISC.- DATE
- PROCESS ASST- TOBIN- DATE- MISC.- BOX NO- DOC CATEGORY- DOC NO.
10 - 60 MINUTE DELAY TO GET FROM FILENET
TO TLS
CHECK IMAGE QUALITY
CHECK NO. OF PAGES
CHECK FOR 2X IMAGES
CHECK FOR CORRECT IMAGE
CATEGORY
CHECK FOR BLANK PAGE
CHECK FOR IMAGE CUT-OFF
CONFIRM PAGE SIZE CORRECT
30 MINUTE DELAY TO GET FROM FILENET
TO TLS
QC CHECK FAILED? RE-SCAN DELETE
DOCUMENTSYes
No
Stop
Start
- PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST
- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST
- QC ANALYST
- QC ANALYST
- QC ANALYST
- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST
- QC ANALYST - QC ANALYST
- QC ANALYST - QC ANALYST- QC ANALYST
19 04/10/2023
Process Mapping - Classification Value Added–A step in the process that the customer/company is willing to
pay for• Includes those activities that are required by contract or
law• If it were left out, it would impact customer satisfaction
Business-Value Added–Any activity, when left out, that does not directly impact the
customer and may incur no dissatisfaction• These steps may be necessary to support value added steps • Any activity required by the business
Non-Value Added–Any activity, when left out, that does not directly impact the
customer and may incur no dissatisfaction
20 04/10/2023
Analysis of Process Map
CHECK TO SEE IF
DOCUMENT IN P8
CHECK TO SEE IF SCANNED DOCUMENT
IS IN TLS
DOC IN P8?
CHECK IMAGE QUALITY
RE-SCAN QC CHECK FAILED?
CHECK NO. OF PAGES
CHECK FOR 2X IMAGES
CHECK FOR CORRECT IMAGE
CATEGORY
CHECK FOR BLANK PAGE
CHECK FOR IMAGE CUT-OFF
CONFIRM PAGE SIZE CORRECT
DELETE DOCUMENTS
SEND DOCUMENTS
FOR FINAL QC
ENTER DOCUMENT NUMBER IN
TOBIN
VERIFY DOCUMENT
NUMBER
VERIFY DOCUMENT BOX
NUMBERVERIFY DATE
VERIFY BAR SHEET IS CORRECT
OPEN DOCUMENT IN
TLS
CHECK IMAGE QUALITY
MATCH DOCUMENT IN
TLS AGAINST P8
DOCUMENTS MISMATCH
?
VERIFY DOCUMENT
TYPE
FIX MISMATCH
RETURN TO BOX TO SEND TO
STORAGE
MISMATCH CAN’T BE
FIXED
CONTACT PROCESS ASST
OR IT
CAN BE FIXED BY IT (E.G., CHANGE
DATE)
RETURN TO BOX SEND TO STORAGE
No
Yes
Yes
Yes Yes
Yes
No
No
- PROCESS ASST- FILENET P8- DOC NO.- MISC.- DATE
- PROCESS ASST- TOBIN- DATE- MISC.- BOX NO- DOC CATEGORY- DOC NO.
10 - 60 MINUTE DELAY TO GET FROM FILENET
TO TLS
CHECK IMAGE QUALITY
CHECK NO. OF PAGES
CHECK FOR 2X IMAGES
CHECK FOR CORRECT IMAGE
CATEGORY
CHECK FOR BLANK PAGE
CHECK FOR IMAGE CUT-OFF
CONFIRM PAGE SIZE CORRECT
30 MINUTE DELAY TO GET FROM FILENET
TO TLS
QC CHECK FAILED? RE-SCAN DELETE
DOCUMENTSYes
No
Stop
Start
VALUE ADDED BUSINESS VALUE ADDED
NO VALUE ADDED
ORLOW VALUE
- PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST
- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST
- QC ANALYST
- QC ANALYST
- QC ANALYST
- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST
- QC ANALYST - QC ANALYST
- QC ANALYST - QC ANALYST- QC ANALYST
Defects Overproduction Waiting Not Using People Well Transportation InventoryMotion Excess-processing
21 04/10/2023
CT Scan Throughput Project Example Issue: North Shore-Long Island Jewish Health System
Radiology throughput facility struggled to meet the demands of patients, providers
and physicians Solution: A Lean Six Sigma team addressed the problem
through a Kaizen event Outcome: Increase in Capacity
In 30 days, daily number of patients scanned increased Previous average of 45 with a standard deviation (SD) of
7, to 51 patients scanned, with a SD of 4 Procedure improvements
from 30.6 percent to 22.7 percent 200 additional procedures per month 60 outpatient procedures per month
Approximately $375,000 in additional annual revenue!!!
22 04/10/2023
On-Time MRI Scans Project Example Issue: Radia Inc., a large radiology and vascular
surgery practice Wanted to improve efficiencies at one center that was
falling behind Solution: A Lean Six Sigma team addressed the
problem through a Kaizen event
Outcome: 50 percent improvement in the number of on-time MRI
scans Created the potential for more than $1.4 million in
annualized incremental revenue Maintained optimal patient safety and quality of care
More than $1.4 Million in annualized incremental revenue!!!
23
Exercise
Step 1: Answer the following question: What “keeps you up at night” concerning your current operations?
Step 2: Brainstorm all possible process bottlenecks and process design gaps Step 3: Transcribe bottlenecks/gaps to post-its (1 per Post-it) Step 4: Identify as a source of waste using DOWNTIME. Step 5: Affinitize gaps and create a single statement as the “major gap” for each affinitized group
for an outbrief
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
Major Gap 1Major Gap 2
Major Gap 3
xxx
xxx xxx
xxxxxx
xxx
xxx
xxx
xxxxxx
Step 1 Step 2 Step 3
ToolsBrainstormAffinitize
Questions????
24“Empowering the Next Generation of Health Care Leaders Today”
Latoya L. Wall, PresidentBack-up
The Operational Excellence Connection
Through the use of Lean , Six Sigma, and Change Management principles, the 7-6-5 plan provides a clear path to achieve Operational Excellence
Current State
Standardization & SustainmentFocus: Value Drivers
Strategy DeploymentFocus: Strategy
Training & DevelopmentFocus: Vision
Change ManagementFocus: Measures
Strategy DevelopmentFocus: Processes
Capability AssessmentFocus: Governance
Stakeholder IntegrationFocus: Organization
Individual Employee
Future State
Opportunity Statement
(Supply Chain Example)
Implement an integrated, comprehensive Materials
Management System to improve financial compliance, and
optimize material visibility, quality, and availability.
5 Focus Areas Implement standard work
processes Leverage enabling
technology Establish the required
storage infrastructure4. Improve financial
compliance 5. Optimize material visibility,
quality, and availability Represents successes to date
Opportunity Statement
(IT Example)Currently Engineering and Earth Science practitioners
spend 60% of their time looking for and QCing data. Improve
the productivity and effectiveness of these
practitioners by establishing a data management
infrastructure focusing on data access and data quality.
5 Focus Areas Establish core roles and
governance for data management efforts
Implement standard processes for data governance
3. Reduce redundant systems which store data
4. Increase Decision Quality5. Optimize data visibility,
quality, and availability
7-6-5 Plan: Stages 1-3 – “Develop”
27
Stage 1Stakeholder Integration
What1. Stakeholder/Customer Analysis 2. High Level Gap Analysis3. Scope Definition4. Benchmark StudyWhy5. To identify, gather, and analyze
stakeholder/customer data6. To determine the Strategy and the
Value Drivers (critical success factors)
7. To determine the scope of all processes from Supplier to End-user Customer
8. To align with current governance in place
Stage 2Capability
AssessmentWhat1. Value Stream Map2. Input-Process-Output Diagram3. Current State Governance &
Measures4. Spaghetti DiagramWhy5. To determine how value is
delivered from the Supplier to End-user Customer
6. To determine the leading and lagging indicators to the processes
7. To identify the current state governance & measures for E2C2* of all processes
8. To map flow of information/material and identify bottlenecks and areas of waste
*E2C2 = Efficiency, Effectivity, Capacity, Capability
Stage 3Strategy
DevelopmentWhat1. Swimlane Process Flow
(Development) 2. Barriers-Aids-Countermeasures
Tool3. Swimlane Process Flow (Review) 4. Roles and Responsibilities PlanWhy5. To illustrate all steps & behaviors
needed to successfully complete each subprocess
6. To identify process design gaps and select desired alternatives and develop a design gap closure plan
7. To review and update process flows based upon selected alternatives
8. To determine new roles and responsibilities needed to execute processes
Develop: Stages 1-3 (Supply Chain)
MeasureDefineProcess Affinitization Macro Process Flow Map
IPO Diagram Value Stream Map
Develop: Stages 1-3 (Supply Chain)
ImproveAnalyzeCurrent State Analysis Barrier-Aid-Countermeasure Tool
Process Flow Development High Level Process Flow Map
Develop: Stages 1-3 (IT)
MeasureDefineProcess Affinitization Macro Process Flow Map
IPO Diagram Value Stream Map
ProcessData Management Failure
Identification Process (Innerlogix tool used)
Inputs(Leading Indicators)
Outputs(Lagging Indicators)
Improved risk controls/compliance (cost)
Improved data quality (reduction in # of errors) (performance)
Reduction in number of business analyst needed to monitor the
Innerlogix tool (cost)
Data
Business Rules
Data Producers
Data Stewards
System of Record
SupplierData Consumer (DC)/
Data Management System Identifies
Business Rule Failure or Data Error
CustomerData Steward (Help Desk Rep) Receives DQM Failure Ticket
Data Consumers
Data Errors
Data Quality Business Analyst
Reduction in number of incidents and problems discovered with Business Rules (performance)
Reduction in technical research time by end-user (time)
Reduction of ticketing/logging/auditing downtime (performance)
Receive and Process Data Quality Issues
SUPPLIERS
Data Producers: System of RecordData Stewards: Business Rules
Ticketing System (New Scale?)
??-?? Hours ??-?? Hours ??-?? Hours ??-?? Hours
??-?? ??-?? Days ??-?? Days ??-?? Days
??-?? Hours
??-?? DaysScope Process
Totals:
??-?? Hours
Access Data and Rules(Bottom Hole Pressure)
Gulf of Mexico Data Management Value Stream Map
??-?? Days
Subprocesses:
1. Request Load Send MMS2. Single Point Entry Form3. Load Historic Data , Legacy Spreadsheets5a. Export to MBAL PROSPER Gap5. Summary Report and Information for Decision Making6. Request for a Waiver8. Data Quality9. Add, Remove, Modify Users10. Modify MMS 140 Template
· OE Engineer· Tech· AD Engineer· Vendor· DQM Rep· IM Analyst· DQ Analyst
(offshore)· SuperUser
Subprocesses:
DM Failure Identification Process
DM Ticket Response Process
· Data Consumer
· Data Custodian
· Data Steward
· DM Help Desk Team
· Help Desk Ticket Form
· Final Resolution and Ticket Closure Form
Resolve Data Quality Issues
Subprocesses:
Data Management Failure Resolution Process
· Data Consumer· Data Steward· Information Management Champion · Information Management Delegate
# Handoffs:
Review Data Quality Management
Subprocesses:
Gap Assessment and Trending Process
DQ Monthly Review Process
· Data Steward
· Information Management Delegate
· Information Management Champion
· DM Governance Board
# Handoffs:
Train and Develop
Subprocesses:
Data Quality Training Process
Management of Change Process
· Data Steward
· IT Training Group
# Handoffs:
Data Management Maintenance
Subprocesses:
SOR Update Process
Business Rule Update Process
Management of Change Process
· Data Steward
· Functional Rep
· Information Management Delegate
· Management of Change Owner
# Handoffs: # Handoffs:
Stewardship and Operations Governance
· Gap Assessment Report
· DM Monthly Meeting Dashboard Report
· MOC Form· Training and Development Plan Template
??-?? Hours
??-?? Days
· MOC Form
??-?? Hours
??-?? DaysProcess Totals:
RCats (or equivalent)
ILX
· Final Resolution and Ticket Closure Form
· Level 1 Documents
# Handoffs:
Web Access
CUSTOMERS
DM CommunityUpdated SOR
Updated Business Rules
Days
Legend· Electronic Information Flow
· Information/Data Transfer by Webform
· Information/Data Transfer by Email
· Information/Data Transfer by Telephone
· Information/Data Transfer by Computer Interface/Web Access
· Work in Process
· Inventory
· Roles
· Forms Used
Data Errors
Business Rule
Failures
Identified Data
Quality Issues
Data Quality
Resolutions
Improvement Plans
Training Modules
MOC Communications
Database???
· Stop Sheet· MMS Waiver
Form/CC111· Single Point
Entry Form· Next Wells List· Loader
Spreadsheet· Canned Report
Template· Email of QC
Issues· User Request
Form· Standard email
for user request· Standard Email
for user request refusal
· MMS140 Tem
BHP SystemWebform
Web Access
Asset Database???
Webform
Training DatabaseLMS?
DQM Web Access
Gap Assessment /Auditing Process
Data Type 1
DM Failure Identification Process
DM Ticket Response Process
2.1
Resolve Data Errors and
Business Rule Failures 2.2
Data Management Failure Resolution Process
2.3
Data Type 2
3.1
Data Type N
Extraction
Analyze Data Errors and
Business Rule Failures
Standardize and Sustain
DM Governance
SOR Update Process
4.1
Maintain Business Rules Process
4.2
DM Training Process
4.3
Data Extraction Location
1.1.1
Data Extraction Location
1.1.2
Data Extraction Location
1.1.3
Data Extraction Location
1.1.4
Decision Matrix for Data Types
2.1.1
Resolution
Analysis
Standardization
DM Monthly Review Meeting Guidelines
3.2
1.
2.
3.
4.
Data Extraction Location
1.2.1
Data Extraction Location
1.2.2
Data Extraction Location
1.2.3
Data Extraction Location
1.2.4
Data Extraction Location
1.N.1
Data Extraction Location
1.N.2
Data Extraction Location
1.N.3
Data Extraction Location
1.N.4
Output
Data Errors and Business Rule
Failures
Output
Data Management Failure Resolutions
Output
Improvement Opportunities
Output
Updated SORs and Business Rules
Completed Training
Business PlanningYearly Asset Classification and Reconciliation Process
Develop Effective DM Network
• Create a strategic program to solve the data management gaps
• Create communication channels for clear messaging across entire value stream
Ensure Efficient Data Access
•Reduce Cycle Time to find data•Remove constraints to create process efficiency
•Increase Decision Quality
Build Capable Users
•Standardize, and optimize common core petro-technical workflows
•Improve governance and visibility of current and future efforts
•Deliver training and development with a quality data management
Increase User Capacity
•Remove constraints to create productivity in users (decisions)
•Improve the quality and accessibility of this data
•Create single point of contact for the various data management efforts from GU
E2C2
Develop: Stages 1-3 (IT)
ImproveAnalyzeSpaghetti Diagram Roles and Responsibilities
Process Flow Development Barriers-Aids-Countermeasures Tool
Role Name Definition
Information User An individual or entity to which a Data Steward has granted certain rights to access, use, and/or manipulate Chevron Records and Information
Data Content Owner The organization that is responsible for data content. This role typically belongs to a business organization. This includes: maintaining the content and quality of the data values providing input to the data definition owner on information requirements applying retention requirements. For the purposes of IRM, a Data Content Owner is considered to be an Information Steward.
DM Help Desk The Data Management Help Desk is a group responsible for capturing and managing all DM Failure Tickets which are routed through the DM Ticket Response System and then routing to the appropriate Data Custodian.
Data Custodian A Data Custodian is a person or group to which a Data Steward grants rights and responsibilities for technical support of a data. Handles level 1 data tickets.
Data Steward A Data Steward is a person or group to which the Company grants rights and responsibilities for support of an information database. The Company grants these rights as the Information Owner
Information Management Delegate A representative of a Reporting Unit who has significant responsibilities for communicating Information Retention principles within that Reporting Unit
Information Management Champion The Lead of the Data Management Governance Board who has responsibility for ensuring the decisions made by the Board are sustained throughout the organization
Data Management Governance Board The group of Information Management Delegates which meets periodically (monthly or quarterly) to review and select which DM opportunities to leverage for training and sustainable improvements
Data Management System Any IT system which will be used in enabling the Data Management processes, i.e. ILX
Data Management Failure Identification Process
Dat
a S
tew
ard
DM
Sys
tem
(IL
X)
Func
tiona
l R
epD
ata
Cus
todi
anD
M H
elp
Des
kD
ata
Con
sum
er
Identifies Data Error
Creates a ticket for a business rule
failure for a particular project
(metrics and tracking)
Calls X-8765 to enter ticket
Help Desk Ticket Form
Identifies Data Error
Captures information on
data error
Routes to DM System and includes info.
Creates a ticket in DM System
(New Scale?)*
Or
Attaches supporting information
Receives DQM Ticket Failure
From Data Gathering and Usage (i.e. BHP)
and Data Request Processes
To DM Ticket Response Process
Maintenance Mode has more value for the use of a ticketing system than project mode
Need to develop a governance for project mode ticketing
New Scale demo as software for creating a ticket
To Gap Asst and Trending Process
Opportunity Catalog
Facilities/Operations Opportunities not included in the Opp Cat
Not capturing interdependent opportunities in Opp Cat
Opportunities manually entered into multiple systems/processes
1. Use Opp Cat to capture Facilities/Operations opps as “Other”2. W/Os as drills
3. Develop Governance process for Opportunity categorization
No Aid
No Aid
1. Determine DWEP involvement2. Cross functionally re-evaluate
current Opp Cat and modify/replace3. Ensure no duplicates when
entering facilities/drilling costs
1. Modify Opp Cat to Handle interdependent opportunities
2. Or re-evaluate/modify/replace
1. Determine necessary info . For cross-functional stakeholders and map data
2. Modify /build/buy proper system to hold data
3. Ensure the data maps across maps
7-6-5 Plan: Stages 4-6 – “Execute”
32
Stage 4Change
Management
What1. B-A-C Plan (Key Design Closure
Plan)2. Metrics Development3. Competency Model (Development)4. Social Networking Diagram
Why5. To execute key design gap closure
plan6. To create org. performance
measures 7. To identify the Knowledge, Skills,
Attitudes, Behaviors to properly perform new roles
8. To determine the “true organization” and understand interconnections within a team and to the outside organization
Stage 5Training &
DevelopmentWhat1. Training and Development Plan2. Shaping Curve Plan3. Competency Model (Execution)
Why4. To execute T&D plan and train all
users on the new process flows5. To identify and develop a plan for
the next phase of opportunities needed to fully deliver vision
6. To communicate and execute any training needed to develop the Knowledge, Skills, Attitudes, Behaviors to properly perform new roles
Stage 6Strategy
DeploymentWhat1. Process Flow Deployment (Pilot Area)2. Process Flow Analysis3. Interconnectivity Diagram4. Metrics Dashboard
Why5. To pilot new processes in a
designated area 6. To collect and review performance
data at 30, 60, and 90 day intervals7. To determine the interconnections
between the technology needed to execute the strategy for the DM System
8. To display status of org. performance measures to entire organization
7-6-5 Plan: Stage 7 – Standardization & Sustainment“Sustain”
Stage 7Standardization &
SustainmentWhat1. Fishbone Diagram2. 5-Why Tool3. Behaviorally Annotated Swimlane
Process Flow (All Areas)4. Continuous Improvement PlanWhyBased on Process Flow Analysis of
Pilot Area:5. To perform a causal analysis on
problems identified6. To determine the root cause of the
causes identified7. To deploy new process flows in all
areas with look backs at 3 mo, 6 mo, and 9 mo intervals
8. To develop and deploy a CI Plan with quick win "Just Go Do It” opportunities and Full DMAIC projects
Organizational Diagnostic Overview
The Organizational Diagnostic is a 6 step process which will help functional organizations and teams to optimize process efficiency and organizational capability. The goal of the Organizational Diagnostic is to identify the change agents needed to achieve world-class results. At the end of the diagnostic, each organization/team will have the following:
1. Detailed Value Stream Map (including sub-processes and team member allocation)
2. List of which activities along the VSM which are value-added versus non value-added (essential and non-essential)
3. Perceptions, observations, and suggestions for improvement of the work environment from each member of your organization
4. Gap Analysis of Current State Barriers to Success versus Future State Vision of Success
5. Strategic and Actionable Plan for Gap Closure
34
List of Opps
for Im
provemen
t (Org)
Step 1Leadership Interviews
Step 2Value Stream Map Development (CS)
Step 3Organizational Performance
Health Assessment
Current State Value Stream Map
Step 4Value Stream Map Development (FS)
Step 5Opportunity Assessment
WorkshopStep 6
Strategy Development
One hour interviews with LT membersOne hour interviews with select
suppliers/customersStakeholder Form
4 hour facilitated session with select members Snapshot of the current state (CS) of
entire organization & interaction of roles, sub-processes, activities, and systems/tools
Value Stream Map
Current State Asmnt (LT)
Current State Value
Stream Map
Current State Asmnt (Org)
Survey Assessment is endorsed and sent by top level Manager
Focus Group is a 4 hour facilitated session with 10% of org to determine activities
Activity Definition Matrix
Execution Strategy has defined projects endorsed with all LT members with final report out List of all Lean Six Sigma/Quick Win
projects for execution Strategic Planning Matrix
2 day facilitated session with 15% of the organization to “connect the dots” refine all key opportunities for improvement into a detailed action plan
Action Planning Template
4 hour session with select members Snapshot of the future state (FS)
of entire organization & interaction of roles, sub-processes, activities, and systems/tools
Value Stream Map
Preliminary Opps for Improvement (LT)
Future State Value
Stream Map
Future State Value Stream Map
Future State
Action Plan
Future State
Execution
Strategy
Future State Action Plan
Organizational Diagnostic: at-a-Glance
35
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
One Hour interview with each member of the leadership team and selected members of other organizations which are supplier/customers
Stakeholder FormPreliminary list of key opportunities for improvement
Step 1: Leadership Interviews
Stakeholder Value Interview WorksheetDate: Interviewee:
Use this worksheet to interview and capture the thoughts of key stakeholders in a process to obtain the voice of the customer. You can leverage the information captured here to enhance the value stream and deliver optimal solutions.
What Stakeholders Value Fill in this equation with descriptions of what your stakeholders/customers value. You do not have to use a specific dollar amount in the cost category, but could use percentages and descriptive terms such as high, low, medium costs.
KEY ROLES KEY METRICS - COSTS
X
Look at the above in relationship to the factors below.KEY PROCESSES KEY MEASURES
X
Value SummaryWhat keeps you up at night (current state)?
What are your expectations for the future state?
How can you leverage the above factors to increase the value of your service (or product) to the customer?For example, improve process performance while keeping overhead costs the same.
Current State Value Summary
“What Keeps You Up at Night?”
Future State Value Summary
“Expectations”
How to Leverage Factors for Value
Key Roles and Cost Metrics
Key Processes and Measures
36
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
Provides a snapshot of the current state of entire organization and how it provides value through the interaction of roles, sub-processes, activities, and systems/tools
Value Stream MapCurrent State Value Stream Map of organization
Step 2: Value Stream Map Development
37
Inspect Incoming Materials
SUPPLIERInspection System
10-15 Min 15-20 Min 10-12 Min 5-7 Min
1-2 5-7 Days 2-6 Days 0-1 Days
28-30 Min
Receive Materials
iPad Production LineParkhurst, Ohio Facility
Current State Value Stream Map
0-1 Days
Subprocesses:
· Unpack· Count· Enter into Materials
Receiving System
Subprocesses:
· Verify Part Record· Verify Quantity· Inspect for Quality· Coordinate “No-Pass”
Materials back to Supplier
· Enter into Inspection
Stock Materials
Subprocesses:
· Verify Quantity· Transfer Material to
Production Line Shelf· Enter into Materials
Management System
Kit Materials for Assembly
Subprocesses:
· Kit parts for production· Coordinate
replenishment of shortages
· Release kit to production
· Enter into Materials Management System
Assemble Product
Subprocesses:
· Milling· Welding· Assembling· Painting· Enter into Production
System
Inspect Final Product
· Subprocesses:· · Verify Part Record· Verify Quantity· Inspect for Quality· Inspect for Safety· Coordinate “No-Pass”
Materials back to Assembly
· Enter into Inspection System
5-10 Min
0-1 Days
73-94 Min
9-19 DaysProcess Totals:
CUSTOMERS
Days
Legend· Electronic Information Flow
· Information/Data Transfer by Webform
· Information/Data Transfer by Email
· Information/Data Transfer by Telephone
· Information/Data Transfer by Computer Interface/Web Access
· Work in Process
· Inventory
· Capacity Utilization
· Forms Used
Incoming Shipment of Materials
Outbound Product
Webform
Product Complaints
Business Planning System
Production Planning System
Production System
Production Control System
Materials Management System
Central Warehouse
Supplier 1 Supplier 2 Supplier 3
Supplier 4
Supplier 5Web
Access
Receiving System
Daily Schedule
Weekly Schedule
Weekly ScheduleDaily Schedule
Daily Schedule
Market Forecast
Annual Production Plan
10 @ 70%
3 @ 90%
5 @ 70%
7 @ 90%
10 @ 90%
5 @ 65%
60 40 40 40 35
5060
ToolVSM
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
Survey is endorsed and sent by top level Manager. Questions fall into 4 areas of organizational performance: efficiency, effectivity, capacity, and capability. Focus Group is a 4 hour facilitated session with 10% members to identify key opportunities for improvement and define activity value matrix
Survey, Focus Group, Activity Value MatrixComparison of list of key opportunities for improvement from entire organization and LT
Step 3: Organizational Performance Health Assessment
38
Inspect Incoming Materials
SUPPLIERInspection System
10-15 Min 15-20 Min 10-12 Min 5-7 Min
1-2 5-7 Days 2-6 Days 0-1 Days
28-30 Min
Receive Materials
iPad Production LineParkhurst, Ohio Facility
Current State Value Stream Map
0-1 Days
Subprocesses:
· Unpack· Count· Enter into Materials
Receiving System
Subprocesses:
· Verify Part Record· Verify Quantity· Inspect for Quality· Coordinate “No-Pass”
Materials back to Supplier
· Enter into Inspection
Stock Materials
Subprocesses:
· Verify Quantity· Transfer Material to
Production Line Shelf· Enter into Materials
Management System
Kit Materials for Assembly
Subprocesses:
· Kit parts for production· Coordinate
replenishment of shortages
· Release kit to production
· Enter into Materials Management System
Assemble Product
Subprocesses:
· Milling· Welding· Assembling· Painting· Enter into Production
System
Inspect Final Product
· Subprocesses:· · Verify Part Record· Verify Quantity· Inspect for Quality· Inspect for Safety· Coordinate “No-Pass”
Materials back to Assembly
· Enter into Inspection System
5-10 Min
0-1 Days
73-94 Min
9-19 DaysProcess Totals:
CUSTOMERS
Days
Legend· Electronic Information Flow
· Information/Data Transfer by Webform
· Information/Data Transfer by Email
· Information/Data Transfer by Telephone
· Information/Data Transfer by Computer Interface/Web Access
· Work in Process
· Inventory
· Capacity Utilization
· Forms Used
Incoming Shipment of Materials
Outbound Product
Webform
Product Complaints
Business Planning System
Production Planning System
Production System
Production Control System
Materials Management System
Central Warehouse
Supplier 1 Supplier 2 Supplier 3
Supplier 4
Supplier 5Web
Access
Receiving System
Daily Schedule
Weekly Schedule
Weekly ScheduleDaily Schedule
Daily Schedule
Market Forecast
Annual Production Plan
10 @ 70%
3 @ 90%
5 @ 70%
7 @ 90%
10 @ 90%
5 @ 65%
60 40 40 40 35
5060
Safety Inspection of parts
Creating a personal cheat sheet for assembly
Matching correct parts to one another
Assemble Product
Screwing parts together
ToolActivity Value
Matrix
Step 3: Organizational Performance Health Survey (Org pH)
39
1. Inform: We will utilize the results of your assessment to determine the gaps which may create a barrier to implementing and managing your change.
2. Guide: We will mentor and guide you through the process of developing a plan for gap closure.
3. Empower: We will enable you with the necessary tools to manage your change effectively to reach your optimal future state.
Efficiency Capability
Effectivity Capacity
Proc
ess
Dep
ende
nt
People DependentLow High
Low
Hig
h
Approximately 40 questions in the 4 areas above
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
Provides a snapshot of the desired future state of entire organization and how it provides value through the interaction of roles, sub-processes, activities, and systems/tools
Value Stream MapFuture state value stream map of organization
Step 4: Value Stream Map Development (FS)
40
Inspect Incoming Materials
SUPPLIERInspection System
10-15 Min 15-20 Min 10-12 Min 5-7 Min
1-2 5-7 Days 2-6 Days 0-1 Days
28-30 Min
Receive Materials
iPad Production LineParkhurst, Ohio Facility
Future State Value Stream Map
0-1 Days
Subprocesses:
· Unpack· Count· Enter into Materials
Receiving System
Subprocesses:
· Verify Part Record· Verify Quantity· Inspect for Quality· Coordinate “No-Pass”
Materials back to Supplier
· Enter into Inspection
Stock Materials
Subprocesses:
· Verify Quantity· Transfer Material to
Production Line Shelf· Enter into Materials
Management System
Kit Materials for Assembly
Subprocesses:
· Kit parts for production· Coordinate
replenishment of shortages
· Release kit to production
· Enter into Materials Management System
Assemble Product
Subprocesses:
· Milling· Welding· Assembling· Painting· Enter into Production
System
Inspect Final Product
· Subprocesses:· · Verify Part Record· Verify Quantity· Inspect for Quality· Inspect for Safety· Coordinate “No-Pass”
Materials back to Assembly
· Enter into Inspection System
5-10 Min
1-2 Days
73-94 Min
9-19 DaysProcess Totals:
CUSTOMERS
Days
Legend· Electronic Information Flow
· Information/Data Transfer by Webform
· Information/Data Transfer by Email
· Information/Data Transfer by Telephone
· Information/Data Transfer by Computer Interface/Web Access
· Work in Process
· Inventory
· Capacity Utilization
· Forms Used
Incoming Shipment of Materials
Outbound Product
Webform
Product Complaints
Business Planning System
Production Planning System
Production System
Production Control System
Materials Management System
Central Warehouse
Supplier 1 Supplier 2 Supplier 3
Supplier 4
Supplier 5Web
Access
Receiving System
Daily Schedule
Weekly Schedule
Weekly ScheduleDaily Schedule
Daily Schedule
Market Forecast
Annual Production Plan
10 @ 70%
3 @ 110%
5 @ 70%
7 @ 90%
10 @ 90%
5 @ 65%
60 40 40 40 35
5060
Information in Receiving System is not connected to the Production Control System
Multiple suppliers increases variability in product quality
XX
X
High capacity utilization for employees involved in incoming inspection
Low capacity utilization for employees involved in final inspection
Only 35 iPads produced per day, way below 60/day customer demand
Final Inspection takes two days to create a shipment of 50 per day to customer, still below demand targets
Incoming Inspection is Constraint in Process High cycle time and variation in cycle time to stock materials to production line shelf
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
1- 2 day facilitated workshop with 15% members of the organization to “connect the dots” with all previous deliverables and refine all key opportunities for improvement
5-Why, Barriers Aids Countermeasures, Strategic Planning Matrix, Action Planning TemplateCompleted strategic planning matrix with list of opportunities for improvement , specific
execution strategies, investment, benefits, and ROI
Step 5: Gap Analysis Workshop
Tool Group Brainstorm
Output Affinitized list of Causes
Exercise 1
Tool5-WhyOutput
List of Root Causes
Exercise 2
Tool Barriers-Aids-Countermeasures
OutputList of Solutions
Exercise 3
Tool Ranking Matrix
Output Ranking of Solutions
Exercise 4
Tool Action Planning TemplateOutput Strategic
Plan
Exercise 5
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
Major Cause 1
Major Cause 2
Major Cause 3
Why #1New Operators are not fully trained
Why #2Excessive absenteeism is disrupting the training schedule. New
Operators are placed on job before they are fully trained.
Why #3Production demands are given priority over fully training operators.
Why #4The production culture is oriented toward volume .as the measure of
success.
Why #5 – Root CauseKey performance measures tracked include volume , but not quality
of the units, or the time it takes to achieve the volume.
10
Key Opportunity for Improvement
Barrier #1
Barrier #2
Barrier #3
Aid #1
Aid #2
Aid #3
Countermeasure #1
Countermeasure #2
Countermeasure #3
Barriers: Key Design Gaps or Suspected Causes to Process
Bottlenecks
Countermeasures: solutions not in place which we need to develop to be implemented by the end of 2st quarter to help to overcome barriers
Barriers
Countermeasures
Aids: solutions currently in place which we can implement by the end of 1st quarter to help
to overcome barriers
Aids
*Adapted by The Bulsard Group, LLC from The Quality Improvement Pocket Guide, 11th ed.
41
Step 1Leadership Interviews
Step 2Value
Stream Map Dev
Step 3Org Perf
Health Asst
Step 4Value
Stream Map Dev
Step 5Opp Asst Workshop
Step 6Strategy
Development
DefinitionTools/
TemplatesDeliverable
Strategic Planning Matrix has defined projects reviewed and endorsed with all LT members with final report out
Strategic Planning Matrix, Lean Sigma project contractsList of all Lean Sigma /Quick Win projects for execution and completion throughout the year
Step 6: Strategy Development
42
ToolStrategic
Plan Template