Six Sigma Improvement HIMSS November 21, 2003

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Six Sigma Improvement HIMSSNovember 21, 2003

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Six Sigma Improvement Objectives
1. Create Common Understanding of Need for
Improvement - Behavioral Change 2. System-wide
Improvement Process to Support Cultural
Change 3. Knowledge Transfer - Common Language
and Tool Set for Improvement 4. Improve
Operating Clinical Excellence
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Six Sigma Improvement Critical Success Factors

• Integration/Alignment
• Positioning
• Ownership
• Leadership Commitment
• Metrics
• Support Systems/Infrastructure
• Certified Faculty

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Six Sigma Improvement Key Strategies

• Leadership Commitment
• Direction - Vision/Strategies/Goals
• Integration/Alignment
• Training/Projects
• Change Leadership
• Knowledge Transfer

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Core Curriculum
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Advanced Curriculum
A
A
P
S
P
P
S
S
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PI Deployment Strategy
LOOSE
TIGHT
TIGHT

• Mutually Agreed
• Upon Goals
• Governance Direction
• BSC SQP
• Values Operating Principles

• Flexible Deployment
• Customized to Meet Local Needs
• Best Practices
• Process Improvement
• Six Sigma
• Redesign

• Measurement
• Review
• Accountability
• BSC
• Governance Feedback

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Strategic Quality Planning
Deploying the Vision
Strategic
Quality
Goals
Key
Strategy
Key
Strategy
Objectives - Means
5 Years
1 Year
Time
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Curriculum Application
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BON SECOURS HEALTH SYSTEM, INC. PERFORMANCE
IMPROVEMENT PROCESS
No
HSO Input
Informal CI Process Opportunity
BSC SQP gaps
Local System Leadership Decision
No
Opportunity for formalized performance improvement
Yes


No



Yes
Implement solution/best practice
Yes

No
Yes
See knowledge transfer flowchart

• All formal CI projects are approved by Local
  System
• leadership and Director, Performance Improvement
  based on
• strategic/meaningful
• manageable (blitz improvement)
• people availability
• core or advanced curriculum

Share results and replicate other projects
Evaluate as to why determine if project
re-launch necessary
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Performance Improvement

The Juran Trilogy
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Probability of Performing Perfectly
Each step in a process consumes time and
resources and can result in an error. A typical
medication delivery process has 130 steps. A key
PI strategy is identifying and eliminating
non-value added steps.
Each Process Step X Perfect
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Total Cost of Quality
Customer Returns
Waste
Rejects
Testing Costs
Inspection Costs
Rework
Hidden 15-25 of Total Cost
Excessive Overtime
Late Paperwork
Customer Allowances
Pricing orBilling Errors
Premium Freight Costs
Incorrectly CompletedSales Order
Excessive FieldServices Expenses
Lack of Follow-upon Current Programs
ExcessiveEmployee Turnover
Planning Delays
Excess Inventory
Unused Capacity
Expediting Costs
Development Costof Failed Product
ComplaintHandling
Time with DissatisfiedCustomer
Overdue Receivables
ExcessiveSystem Costs
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Costs of Poor Quality
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Cultural Change
Changing behavior requires self-enlightenment,
action, relevance
Awareness and Sensibilities Standards of
Leadership
Attitudes and Beliefs Performance Improvement
DOMAIN OF ENDURING CHANGE
Skills and Capabilities Leadership competencies
Guiding Ideas SQP, BSC, Values
DOMAIN OF ACTION
Innovations in Infrastructure Green/Black Belt
projects
Performance Improvement Theory, Methods
Tools DMAIC, DMADV, Lean
Adapted from Peter Senge, The Fifth Discipline
Fieldbook
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The ITOH Model
Executive Leaders
Percentage Allocation of Time
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Change Adaptation
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Managing Complex Change
Skills
Vision
Incentives
Resources
Action Plan
Change
Confusion
Incentives
Resources
Action Plan
Skills
Vision
Resources
Action Plan
Anxiety
Incentives
Gradual Change
Vision
Skills
Resources
Action Plan
Frustration
Vision
Skills
Action Plan
Incentives
False Starts
Vision
Skills
Incentives
Resources