essentials for building a project pipeline to sustain continuous improvement
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Essentials for Building a Project Pipeline to Sustain Continuous Improvement
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Today’s Agenda
1. Understand the difference between different problems and different projects.
2. Understand Three Essentials to Creating an Effective Pipeline.
3. How to Create the Pipeline to Sustain Continuous Improvement.
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Why Juran Global? Professional services firm founded by
the late Dr. Joseph M. Juran.
Advise, Assess, Educate & Certify global organizations for 36 years.
Document lessons learned and best practices and author textbooks.
Provide pragmatic solutions to improve business performance…by design.
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A project is best defined as “a problem scheduled for a solution”
What is a Project?
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A Project is Best Defined as a Problem Scheduled for a Solution
C
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Time
ControlPlan ImproveDesignControl &Complianc
eBreakthrou
gh
Different Problems & Projects
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Different Problems & Projects cont.
“Breakthrough is a departure from the usual, familiar way, into the unknown
and the most important driver of performance and are best carried out
by multi-functional teams.”
“Control & Compliance are the tasks to assure CTQs are met in real time and carried out by departmental teams.”
“Design or planning projects are the creation of
something new and are best carried out by multi-functional teams.”
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Select Performance Opportunity
Which Method is Best?
RCCALeanQbD
Launch Project
DMAIC
Categorize by Method and Charter
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Distinguish Problems & Methods Different Improvement Teams looking at the same problem are very likely
to arrive at similar solutions. Since improvement is the search for root causes and those are determined analytically, teams are highly likely to find identical root causes for the same problem.
Design Teams deal with many customers with many needs, and lots of possible features. This means that different planning or design teams looking at planning the same thing are highly likely to arrive at different designs. A look at new cars in a given class reveals this to be true, as does the proliferation of approaches to social media and services.
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Design Projects New Products (goods, services, information, business processes)
are often a disappointment Cost over-runs Missed delivery dates New sources for deficiencies and customer dissatisfaction Outright abandonment Failure to meet market targets and forecasts
New Challenges Shorter time to market Higher expectation for quality More rapid change Globalized centers for change
What has failed? What has worked?
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ProjectsAnnualGoals
StrategicGoals
Vision
Time
3 Years 1 Year Months
Targets & OFIs
Prioritized Charters
Evaluate
Essential # 1: Alignment
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VISIONTo be the trusted leader in
caring for people and advancing health
MISSIONTo provide physical and spiritual comfort to our
patients and families in the Jesuit tradition of cura
personalis, caring for the whole person
VALUESService
Patient FirstIntegrityRespect
InnovationTeamwork
VISION, MISSION & VALUES KEY STRATEGIES
QualityTo exceed consumer
expectations for quality of care and patient safety
ServiceTo deliver exceptional
service that meets each person’s unique needs
STRATEGIC GOALS
Hospital-Acquired Conditions
Reduce the incidence of Hospital-Acquired Conditions
TJC Core MeasuresAchieve 90% threshold on all
TJC Core Measures
Patient ExperienceImprove the patient’s
experience from the patient’s perspective
Lean Surgical Services Service Line
Improve surgical services performance measures
PROJECTS
Reduce central line associated blood stream infections (CLABSI)
Reduce the prevalence of hospital-acquired pressure ulcers
Improve the compliance rate for pneumococcal vaccination and
screening
Improve Imaging Services wait times and patient flow
Improve Compliance with OR First Case On-Time Starts
Reduce OR Turnaround Time for Neurosurgery Patients
Improve the aggregate compliance rate for heart failure
discharge instructions .
Improve the number of patients who report “YES” they would
definitely recommend the hospital
An Example of Alignment
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Step 1: Identify Performance to Goal Problems/OFIs
Step 2:Obtain Information/Data to Clarify Problems/OFIS
Step 3: Evaluate Project /Select Criteria
Step 4: Create Project Charters & Pipeline
Targets & OFIs
Prioritized Charters
Evaluate
Method to Create Pipeline
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Customer dissatisfaction
Costs of poor qualityReviews and auditsBusiness plansResults of quality projects
Managers and other associates
Opportunity assessments
High NVA process content
Inventory Information
Inputs
Investigate prime sources of information about the organization
List potential problem(s) identified from each source
Process
A comprehensive list of potential projects
Outputs
Targets & OFIs
Review Targets & Problems
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List of targets missed, problems or OFIs
Inputs
Champions & Belts Collect data on each problem or OFI.
Assess each against Strategic and Annual Goals to determine each potential project's probable impact on targets and goals.
For large organizations complete this assessment by Business Unit or by Site.
Process
Prioritized list of projects indicating the probable impact of each potential project on the strategic plan.
Outputs
Evaluate
Essential # 2: Prove Problem/OFIs are Real
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Evaluate
Prioritized list of projects Data on each project
Inputs
Evaluate each project to verify that it meets “must” criteria.
Rate the relative strength of each potential project with respect to “want” criteria.
Select best project(s).
Process
Projects scheduled for launch.
Outputs
Assess OFIs Against Criteria
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SignificantManageabl
e Size
Observable
Measurable
Evaluate
MUST Criteria
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GreatestImpact Urgency Risks
Potential Cultural
Resistance
WANT Criteria
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Targets & OFIs
Prioritized Charters
Evaluate
List of selected projectsInputs
Describe the problem, goal, benefits, scope, milestones, team, and roles.
Process
Written project charter Outputs
Essential # 3: Write Simple Charters
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Project Overview
2. Goal Statement
3. Business Case
5. Project Plan Milestones
6. Team Member/Resource Roles
1. Problem Statement
4. Project Scope
Targets & OFIs
Prioritized Charters
Evaluate
Essential # 3: Project Charters
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