Presentation on theme: "Journey to Product Excellence"— Presentation transcript:
1 Journey to Product Excellence Shawna WilkersonSr. Product ManagerI would like to thank you again for the opportunity to share with you Cardinal Health’sjourney towards product excellence and provide you a sneak preview of our future technology.At the end we will break into groups and discuss the enhancements you would like to see in future Pyxis products.
2 Topics Operational Excellence Projects, Impact and Timing Process Standardization and accountabilityDesign Excellence ImprovementsLet’s talk a little bit about operational excellence projects that we have completed, that are in process and on the docket
3 Six Sigma methods Method Utilized for . . . Lean Thinking Six Sigma Inventory ReductionCycle Time ReductionRemoving non-value-added stepsRemoving WasteSix Sigma(DMAIC)Improving Existing Products/Processes and ServicesRoot Causes,Eliminating DefectsCurrent ProductsCardinal Health is leveraging the six sigma methodologies to make improvements to our existing products and processes. Through lean thinking, we are focused on how we can remove non-value added steps and waste. An example of this involved looking at our internal process for customer orders and making changes to ensure they receive the products they ordered.In addition to improving internal processes, we have identified opportunities to improve our existing product offerings. How do we reduce mini-drawer failures? How can we improve the customer experience associated with our BioID technology?When it comes to developing new products and services, we are focused on design excellence where the core consists of gathering voice of the customer throughout every step of the development process to ensure that our product outputs are a reflection of the inputs, which is the voice and needs our of customers. Additionally, building in quality along the way rather than it being an afterthought or something that we address after the product is released.DMAIC = Design, Measure, Analyze, Improve, ControlDesignExcellenceNew Products, Processes and ServicesDesigning new systems when Incremental Improvement Cannot Close the GapUsing DFSS tools, including strong VOC rigor to design for differentiationFuture Products
4 DET Project Successes Project Results CUBIE Hardware >7000 units remediated – continuing into FY08 and FY09Bio ID Cloudy Lens6000 BioID’s refurbed to dateWestern Digital disk arrayRemediation completeCD DuplicationMaking disks in-house since Jan ’07, Error rate near zeroBioID SecurityAll 2300 accounts remediated, nearly all by remote Regedit fixCarousel Drawer Mis-pocketingMore reliable sensor replaced old sensor, in stock and being placed in field under PMsNon-Pike MotherboardWe have had some successes with our use of six sigma methodologies to date.Hardware and software improvements have been made to the CUBIE technology to increase the reliability of the product. These improvements will continue to be rolled out to customers throughout this year.Almost a year ago we discovered a security risk with our BioID technology that was a result of incompatible sw driver versions. Our ability to identify the true root cause of the security risk issue enabled us to make a solution available to our customers that resolved the issue in a minimally impactful manner.
5 Projects Near Realization PhaseMetricsConnectAnalyze Phase#scans between lock-upService TimeLCD Touchscreen Failures% of Out of Box FailuresMiniDrawerImprove PhaseWe also have some projects that are in the final stages including the Connect project and failures associated with our touchscreens and mini-drawers.
6 New Projects Project Metrics MS3500 Reliability PhaseMetricsMS3500 ReliabilityMeasure PhaseOut Of Box Failure rate for MS3500Long-Term Data TeamDevelop a system to collect the right data to measure our success and to find the largest opportunitiesHard DriveReduce Hard Drive/Image failuresAs Cardinal Health continues its journey to improve the quality and reliability of our products, we have some new projects in the hopper including a project focused on improving the out of box failure rate for our MS3500 product line. Additionally, how we can we increase the reliabilty of the replacement hard drives that our field personnel utilize to service your systems.
7 Topics Operational Excellence Projects, Impact and Timing Process Standardization and accountabilityDesign Excellence ImprovementsImproving our products and services starts with an analysis of our processes, specifcally the way in which we approach product development,
8 Global Development Process: New System Approach ComplianceFDAHIPAAISOHarmonizationCTS Product DevelopmentOperational ExcellenceActual PracticeNewGDPCardinal Health has embraced a systems approach to developing new products and services.Our new global development process is comprised of 3 core components.Our ability to comply with federal and regulatory bodies is a fundamental requirement for Cardinal Health to be able to do business.We have taken our previous product development process and integrated operational excellence to enable us to develop differentiated products for the market place.Demonstrating our adherence to our new process has enabled us to focus on those solutions that truly meet the needs of our customers
9 GDP: Key Enhancements Scaling Concept – Risk based Risk Management throughoutNew Phase 0 – Concept GenerationUpdated Phase 1 – Concept DefinitionTo include Validation of User NeedsShifting Activities Earlier in the processRecognize system planning process needsGreater Emphasis System Design and ArchitectureStable Product Requirements at end of Phase 2Release-ready by end of Phase 3Design Transfer planning and executionPhase 6 – End of LifeControl Points and Effectiveness ChecksSome key enhancements were made to our existing product development process.These include the concept of managing risk throughout the development process and use lean tools to design our risks to patient safetyWe have expanded our development process to include pre-phase whereby the concept of what is to be developed is fully vetted with customers and we have also implemented end-of-life paths for our products so customers can plan their technology purchases and help standardize the technology with their facility to best support their needs.There is a greater emphasis on the design of the entire system and the underlying architecture required to successfully support it.We have also integrated additional checks and balances throughout the process to get products to market in a timely manner that are ready and reliable for use in the market.
10 Topics Operational Excellence Projects, Impact and Timing Process Standardization and accountabilityDesign Excellence Improvements
11 DEx : Moving Beyond Process Entitlement Process Improvementswith Design Excellence (DEx )TimeDEx BenefitZ (s)642Only (Process Entitlement)531DEx is essentialto meet quality goalsBy improving existing products or processes, we can only get to about 4 sigma. To get beyond this barrier really requires starting from the beginning. The difference is in starting from a product or process that has a much higher capability built into it from the beginning.This is why DFSS is really essential to meet CMP's quality goalDFSS gets us beyond improving marginal designs and processesDEx Moves Us Beyond Improving Existing Designs and Processes
12 Moving from Reactive to Predictive Reactive Design QualityPredictive Design QualityTransition to ...FROM:Evolving RequirementsDesign Rework and TweakingBuild and Test iterationsMeasurement“Test in” QualityTO:CTQ Flow down from Customer ExpectationsControl Critical Design ParametersModeling and Simulation with Design and Process Capability Flow-upStatistical Quality Prediction“Design in” QualityAnother way to look at the impact of DFSS on the design process is to consider that a goal of DFSS is to move from a reactive design approach to a more proactive approach.This means moving from doing things like evolving requirements as we go to making sure we understand what the customer wants up front;from going back and reworking or tweaking designs after we’ve discovered problems down the analysis and test path to understanding and controlling critical design parameters as part of the analysis;from building and testing to understand design capability to modeling and simulating before building hardware;From measuring and testing-in quality rather than predicting and designing-in quality.
13 TimelineCore improvements are included in new Global Development ProcessTeams are following these principles –you will see them in tomorrow’s new productsWe will also train 1st wave of Design Excellence Belts - Oct 08 – “Expert Engineers” to deep dive on the most critical design issues
14 Medication Dispensing Future Focus on improving patient safetySignificantly improve clinician workflow and ease of useSignificantly improve reliability and qualityLower the total cost of ownership for customersUnified medication and supply dispensing offeringBy developing products that have a clear clinical impact, we can support our customer’s drive towards patient safety improvementsHow do we take non-value added steps out of the process? Earlier you mentioned how the anesthetist has to login 3 times to complete their medication removal activity. Our goal would be for the dispensing cabinet to already know who you are as your approach the machine and with a quick swipe of your finger on the BioID to confirm your identity, you are logged into the system.
15 Next Gen Dispensing Concepts Med and SupplyTotal Inventory ManagementRefrigerated MedicationsPatient Specific and Odd-ball medicationsTissues and BiologicsHigh cost supplies (RFID)Single PlatformLeverage common design principlesMaximize common / interchangeable componentsCommon underlying infrastructure/architecture / data modelWorld-Class User ExperienceIntuitiveUseful / Usable / DesirableSimple / Safe / FamiliarAdvanced Information & AnalyticsNormalized DataIDN SupportImproved actionable reporting capabilitiesImprove Quality and ReliabilityIncrease customer and patient satisfactionImprove service levelsBuild for future FDA requirementsLower Costs and Improve effectiveness for CustomersIncrease patient safetyLower Total Cost of OwnershipLeverage current investmentsEnhance WorkflowsCombine medication and supply managementImprove flexibility to match care-area specific needsCreate a superior, standardized User ExperienceIntegrate Information TechnologyIntegrate with other Cardinal Health offeringsImprove data managementAutomate inventory optimization
16 Next Generation: The Medication Management Continuum Hallway/ Care PodMed RoomOutside RoomIn RoomThe four medication storage options above may be mixed and matched for use throughout a healthcare facility to support specific needs of different care areasWith this system, the modular units have flexible capacity to meet location and potential facility constraintsCardinal Health may not make this product available for commercial sale.
17 Next Gen Dispensing Concepts Given the use case we are about to discuss, we recognize the ideal system would place medications right at the location they are needed without over-burdening the nurse, at the bedside.With this system, there are the overall benefits of flexibility to meet the facility constraints, adaptability for optimal space utilization, and scalability to meet the need of each care area in the hospital.Remote preparation of medications for dispensing at the time of need would provide the nurse with information they can use to optimize their workflow and plan ahead.At remote locations such as the nurses desk, any PC or handheld, nurses can plan their medication administration tasks in advance by accessing med-related information and also queue up meds for dispensing before going to a dispensing cabinetCardinal Health may not make this product available for commercial sale.
20 Enhancements and Wish List Discussion GroupSo now we are going to break up into 4 groups and brainstorm on your enhancement/wish list of changes to Pyxis products.Imagine that unlimited resources were available to make the changes to Pyxis systems.What would be the key enhancements/changes that you require to be successful in providing patient care.
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