Continuous Improvement Projects at The Department of Laboratory Medicine and Pathology (DLMP)

1. Continuous Improvement Projects at The Department of Laboratory Medicine and Pathology (DLMP) Fazi Amirahmadi Ph.D. Systems Engineering Manager

2. Today’s Objectives • Background on DLMP & Systems Engineering Team • Type of Projects • How we Use Lean & Six Sigma • Lessons Learned • Questions & Answers

3. DLMP Overview • DLMP is one of the largest clinical laboratories in the world • Performs more than 22 million tests annually • Has 3,000 employees & 61 clinical laboratories • Located at Mayo Clinic Rochester in Minnesota, Mayo Clinic in Florida, Arizona and Mayo Medical Laboratories in New England

4. DLMP Overview MML has approximately 4,000 clients

5. Clients - Worldwide

6. DLMP Overview 9 Divisions at DLMP

7. Systems Engineering Team 14 engineers embedded into 8 divisions • Variety of backgrounds • From diverse fields: • Manufacturing, Logistics, Supply Chain, Aerospace • From different educational backgrounds: • Industrial/Systems Engineer, Mechanical Engineer, Electrical Engineer, Biology • Using assorted tools: • Systems Engineering, Lean, Six Sigma, etc.

8. DLMP Systems Engineering Team Vision Have a structured, evidencebased approach toward continuous improvement within the Department of Laboratory Medicine and Pathology. Mission Partner with DLMP leadership and staff to: • Improve quality, safety, service, and create value through the application of appropriate process development and improvement methods • Transferknowledge of engineering principles and process improvement techniques to staff to sustainimprovements

9. Areas of Opportunity • Patient Safety • Employee Safety • Incoming Defects • Outgoing Defects • Internal Defects/Quality Issues • Delivery – TAT Reduction • Staff Productivity • Equipment Utilization/Productivity • Space Management • Supply Chain Management • Management Tools & Metrics • Planning for the Future • Staff Development, Training, and Mentoring • Client Education and Consulting/Advising

10. What We Aim to Get from Lean and Six Sigma at DLMP • Improved quality, cost, TAT, etc. • Improved patient and employee safety • Reducedvariability in operational performance • Operations management discipline end-to-end • Reducedtime required for newtestdevelopment • Improve productivity (staff, equipment, space, supplies) • Reducederrors, defects, reworks, etc.

11. How We Use Lean and Six Sigma • Lean to reduce waste and stabilize our processes • Six Sigma framework/discipline (DMAIC) to manage the projects and maintain the gains • Tools from Six Sigma to reduce variations

12. Lessons Learned • Lean and Six Sigma works in the lab • Critical success factors for true change with sustained improvement: • Recognition that there is a NEED to change • Unwavering support from leadership • Time and resources made available on an ongoing basis • Sufficient and accurate data • Good communications and cooperation across the department • An experienced person to lead pilot projects and mentor/educate the participants

13. Lessons Learned • Start with real projects that matter – pilots or proof points • This isn’t a one-shot deal – it’s a journey

14. Questions?