Presentation on theme: "Healthcare Performance Group Lean Process Improvement and Value Stream Mapping Clayton State University Kelley Hundt Paul Todd."— Presentation transcript:
Healthcare Performance Group Lean Process Improvement and Value Stream Mapping Clayton State University Kelley Hundt Paul Todd
Healthcare Performance Group Defining, identifying, and eliminating waste of time and resources Using the scientific method to make improvements A strategy for decreasing the time from concept to implementation 10% Tools, 90% People What is Lean Enterprise?
Healthcare Performance Group Definitions Value Added Activities (MAXIMIZE) –Activities that transform a product or service into the end- state. Non Value Added Activities (MINIMIZE OR ELIMINATE) –Activities that DO NOT transform the product or service into the end-state. –Regulatory activities that take time away from completing student focused tasks. –Your headaches!!
Healthcare Performance Group Defects – Errors and Rework Overproduction – Making more than needed; duplication of services/software/solutions owned by the University Waiting – Deciding, Inadequate Information, Interruptions Non Using Ideas – Unshared Knowledge Transportation – Moving Information, Equipment Inventory – Supplies or Students Motion – Searching and Traveling Extra Processing – Variation, Repetition, Ineffective Policies Muda = 8 Wastes
Healthcare Performance Group What is a Value Stream Map? All activities related to efforts to identify and integrate technologies into courses. The team is made up of faculty and staff that deal with the process and “headaches” every day. “Win small, Win early, Win often”
Healthcare Performance Group Value Stream Map Agenda Training on Lean Principles Develop the “Before” Picture of Process Observe the Process: Go to the “Gemba” Data Analysis of the Process: Lead-time vs. Process Time Brainstorm on Improvement Idea Develop the “Ideal” Process Prioritize Ideas Define Projects Develop an “Action” List Presentation to Leadership
Healthcare Performance Group Goals & Objectives Goals 1.Develop a standard approach to: –Create a transparent process providing reliable access to data, decisions, and performance measures regarding IT budgets, policies, and services to support IT project requests made by the Academic IT Committee. –Provide clear direction and communication regarding policies and procedures to implement IT projects at Clayton State. –Identify training, support, and budget (one-time and ongoing) to successfully implement the technology. 2.Create a reusable method to apply to other process problems Objectives: Map the current processes involved from idea conception to full implementation noting the values added, subtracted for each process and group involved. Develop a vision of the most optimal processes to include in the Information Technology Council and the newly formed Academic IT committee. Develop a measured approach to transition to that vision. Implement the plan.
Healthcare Performance Group VA, NVA & ENVA Emergency Dept. Example
Healthcare Performance Group Current State Map Process Lead-times: New to Resume Submitted4 days avg. (range 0-36 days) Resume Submitted to Interview7 days avg. (range 0-59 days) Interview to Offer5 days avg. (range 0-21 days) Offer to Background Complete6 days avg. (range: 0-34 days) Background to Orientation Complete16 days avg. (range: -7- 43 days) New to Orientation Complete37 days avg. (range 9-80 days) New to “Hired”28 days avg. (range 2-59 days)
Healthcare Performance Group Team Observations Process varies greatly on a location by location basis Multiple phone calls (asking the same questions) to candidates prior to the interview Applicants get “lost” in the process Incorrect submission of New Hire paperwork Difficult to get Employee ID for Mosby training – some locations get it early, others don’ts Some locations “un-hire” 25% of new hires during the orientation
Healthcare Performance Group Future State Projected Process Lead-times: New to Resume Submitted1 day avg. Resume Submitted to Phone Screen2 days avg. Phone Screen to Assessment Center4 days avg. Assessment Center to Cont. Offer1 days avg. Cont. Offer to Orientation Start7 days avg. Orientation Start to Orientation Complete2 days avg. Projected Total Lead-time 17 days avg.