Presentation on theme: "Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego!"— Presentation transcript:
1 Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego! County of San Diego, Health & Human Services AgencyLean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego!Prepared by Jackie WerthSpecial Projects CoordinatorOffice of Business Intelligence, HHSA
2 It’s how we become an “Agency of One” HHSA is large agency combining health, behavioral health and social services, serving a diverse communityBold, 10-year strategy, “Live Well, San Diego!”Critical to success is addressing fundamentals—strong work systems and processes to meet customer needs
3 Vision: Healthy, Safe, Thriving Communities An Agenda for the FutureAction FrameworkBuild a Better SystemSupport Positive ChoicesPursue Policy & Environmental ChangesImprove the Culture WithinAdvance Operational Excellence
4 County of San Diego General Management System Where are we going?Are we sharing goals & encouraging success?StrategicPlanningOperationalPlanningMotivation,Rewards &RecognitionGeneralManagementSystemHow do we plan to get where we’re going?This is the diagram of the GMS – has anyone seen this before? The message has taken a while to spread throughout the county, but it is telling to see so many hands up as the GMS is really a very important part of the County culture.You see it has 5 components and it is cyclical – meaning, it isn’t a one time event! We live this all the time and it guides what we do in our programs.Go through the components.Monitoring&ControlFunctionalThreadingAre we on track?Are we working together?
5 Fundamentals of top performing organizations Senior leaders take action and communicate effectively and frequently to sustain the organizationLeadershipStrategic challenges addressed and strategic advantages leveragedStrategic PlanningActively listening to and engaging the customer, even building relationships with themCustomer FocusPerformance is measured, analyzed, reviewed and improved at all levelsMeasurement & AnalysisWorkforce is supported, actively managed and engagedWorkforce FocusWork systems and processes designed, managed and improved to deliver customer valueOperations FocusResults data available and utilized across all programs, services, processes and location.ResultsMalcolm Baldrige criteria for performance excellence
6 Operational excellence demands: Approach is effective, systematic, fully responsive to multiple item requirementsDeployment of approach is complete, without significant weaknesses or gaps in any areas or work unitsLearning through innovation, ongoing improvement efforts, analysis and sharingIntegration of approach to address current and future organizational needs, and across all process itemsMalcolm Baldrige criteria for performance excellence
7 What is L6S?Lean is about reducing waste in processes so that you get the right result in as few steps as possibleSix Sigma is about reducing variation so that you consistently produce a high quality product, service or outcomeBoth sets of tools can make a difference!
8 DMAIC Improve Control Define Measure Analyze Using the “voice of customer,” the “Big Y” is definedMeasureProcess mapping and control charts are key hereAnalyzeHypothesis testing and pareto charts help you get to root causeImproveEvaluating, selecting and testing solutions is nextControlThis is how you ensure improvements take and you get the results you are after
9 Why L6S is culture change We don’t always think of what we do as a collection of processesWe tend to want to go “fix” a problem before taking the time to determine the root causeThere is always the fear of what L6S will find or revealWe often lack the data, analytic capacity, time and discipline to undertake this type of analysis, much less do it routinelyWe fail to effectively communicate project findings and follow-through by testing and implementing improvements
10 Building capacityFY10-11Send 2 staff to Black Belt training (external)Hire master Black Belt consultantGreen Belt training (3 cohorts of 15 each)White Belt training for ExecutivesFY 11-12White Belt on-line training for ALL 5,000 staffYellow Belt training for ALL 300 managersGreen Belt training (2 cohorts of 15 each)Black Belt training for 5FY (proposed)Targeted Green Belt training for corrective action and quality control staffGreen Belts teach Yellow BeltDeploy Green/Black Belts to priority projectsBlack Belts offer technical assistance to Executives
11 White Belt On-Line Training for ALL Staff All 5,000 staff introduced to L6S basics:Interactive with comic book themeDMAIC explainedIllustrated by current Green Belt ProjectsResource sheetFeatures Agency Director who solicits improvement ideas
12 Yellow Belt for ALL Managers All 300 managers get additional training to encourage use of L6S and help getting solutions implemented:Lots of team exercises using the toolsGuest Green Belt highlights projectAffinity exercise on change management priorities:“What gets in the way of process improvement at HHSA?”
13 Green & Black Belt Training Green BeltBlack BeltApply with Executive approval5 months, 5 full days of class5 months, 13 full days of classPass assessmentConduct project (process within own department) using DMAICConduct major project (major process, multi-departmental) using DMAICDeliver final presentation to Project SponsorsDeliver final presentation to ExecutivesProject deck reviewed and approved by Master and Agency Black Belts
14 New Bench Strength: 53 Green, 2 Black ACSAIS/EastBHSCentralCWS3 Green5 GreenExec OfficeFirst 5FSSDHRN. Central1 Black1 Green1 Yellow2 GreenN. InlandPAPGPHSSouthSPOS7 GreenAs of May 2012; 1 Black Belt class and 1 Green Belt class in progress.
15 Examples of projects from across the enterprise Public healthChild welfareBehavioral healthEligibilityAging servicesAdmin servicesImprove public health lab reporting accuracyReduce time it takes to connect CWS clients with service providersIncrease primary care referrals to substance abuse treatmentReduce wait times in family resource center lobbiesIncrease accuracy of the intake process for In-Home Supportive ServicesReduce time it takes to process a travel claim
16 ROI Benefits just beginning to be realized Costs kept to a minimum:Master Black Belt trainer consultant for all trainingConduct training on site at HHSA’s The Knowledge CenterUse own Black & Green Belts staff to mentor, train in futureBenefits just beginning to be realizedMostly timeliness, accuracy and service quality improvementsAnticipated ROI of $1.8 million for FY projects; modest monetary benefits reported so far
17 Biggest benefit is having staff with this skill set to draw upon New pool of Green Belt staff to task to solve sensitive and complex problemsNew Black & Green Belt expertise to tap to look at systems and operations with a whole new perspectiveAddress major risks/problems as emergeStart building L6S into into operations
18 Profiles of early, small successes Edgemoor Nursing FacilityEnsure staff get physical examsSan Pasqual Academy for foster kidsIncrease placementEmergency Medical TechniciansSpeed up certification
19 What challenges persist? Union concernsSolutions are often not fully implementedROI takes time to show; more service quality benefits than financial benefitsNo mechanism in place now to ensure Black and Green Belts are being maximized, or put to best use to advance the vision
20 The biggest room in the world is the room for improvement