Questions? Contact: Skip Valusek MHQP Education Chair skipvalusek@comcast

1. Welcome to the MHQP & HealthForce MN Quality Brownbag Room Monthly Noon Brownbag Fourth Thursday Every Month April 23 Lean and 6-Sigma Panel • Organizing for Lean and 6 Sigma • Lean successes and failures/ • lessons learned • 6 Sigma successes / lessons learned Questions? Contact: Skip Valusek MHQP Education Chair skipvalusek@comcast.net Slides are posted at: http://www.healthforceminnesota.org/pages/Programs/courses.html

2. Hopefully you provided your name & organization when you signed in. If so: Just say Hi in the Chat Pod and we’ll capture your name and organization in the log. If not: identify yourself and organization in the Chat Pod to the left of your screen. If there are more than one attending on your sign-in, tell us how many by saying “Hi (tell us the number of attendees) “ Register your Attendance

3. Rural / Outstate ? Metropolitan area ? Organization that has (or serves) both ? Poll: Who is Attending this Session ?

4. Healthcare system Hospital Clinic or Clinic System Long term care Healthplan Homecare / Hospice A Quality Support Organization Other ? (Identify other in Chat Pod) Poll: Who is attending: Organization Type ?

5. 1 2 3 4 5 6 7 >7 Poll: How many total participating in your room ?

6. I am a healthcare quality professional and am interested in additional education. I am a healthcare professional interested in developing quality skills as a core competency. I am a healthcare professional interested in learning more about healthcare quality. Poll: What do you hope to gain by participating?

7. Lean: remove/reduce waste in processes 6-sigma: reduce process variation Reminder

8. Rick Hardcopf Acceleren Consulting President Cara Hull HealthEast Director Business Process Improvement James Baxter, Noel Jagolino, David Wagner Hennepin County Social Services Panel

9. Organizing for Lean and 6-sigma Lean successes and failures/ lessons learned 6 Sigma successes or failures Agenda

10. Introduction to Lean Six Sigma Deployment MHQP & HealthForce MN April 23, 2009 Acceleren Consulting Rick Hardcopf

11. Lean & Six Sigma are Synergistic Lean Speed, Flow, Cost, Implicit Infrastructure Goal: Reduce waste and increase process speed Focus: Bias for action, implement Lean tools Method: Kaizen events, Value Stream Mapping, 5S, TPM etc. Six Sigma Quality, Methodology, Explicit Infrastructure Goal: Improve performance in relation to what is critical to the customer Focus: Data-/fact driven, uses the DMAIC-method and quality tools Method: Management engagement, dedicated Black Belts, infrastructure Lean speed supports Six Sigma quality (faster cycle times) Six Sigma quality supports Lean speed (less defects means less time on re-runs)

12. The LSS Deployment Model

13. Lean Six Sigma Deployment Approaches Accelerated Deployment – Accelerate all deployment elements to achieve ‘full deployment’ within 12 months Ex. Caterpillar Paced Deployment – Achieve ‘full deployment’ within 2-3 years Ex. ITT, Xerox and many others Pilot Deployment – Initiate a pilot to generate momentum and buy-in for a ‘full deployment Ex. None which have eventually achieved ‘full deployment’

14. LSS Critical Success Factors Constancy of purpose and a strong case for change Deep leadership commitment and accountability Dedicated resources and defined Program infrastructure Identification and selection of projects which enable organizational strategy Relentless prioritization of projects and activities Manage as a process Active use of Kaizen/Rapid Improvement Events Track financial results rigorously Choose the ‘right’ people to participate Have a sustainment focus, but remember it’s a journey

15. HealthEastCara Hull

16. To whom do your lean and six sigma staff report ? Administrative Director of Business Process Improvement who reports to the Chief Medical Quality Officer Organizing for Lean & 6 Sigma

17. Separate Clinical Performance Improvement department Both groups report to the same executive (CMQO) but they have a different scope and approach Clinical PI has been trained in Lean tools How are Lean & 6 Sigma related to your quality resources?

18. We provide “Lean Flow” education and training for the organization through one day workshops as well as five day certification courses Approximately 100 employees have received Lean Flow certification through St. Paul College Started a Lean Leader program this year to internally develop future Lean Flow experts We do not actively deploy six sigma and only have a handful of trained green belts How have you been building lean skills ?

19. How do you know it was successful? What was your most successful lean effort ? The Lab Lean Flow projects in each of our three acute care labs • High level of staff and manager engagement • Audit process in place and working • Released significant square footage to allow for other clinical services in prime real estate • Have sustained a 45% reduction in TAT three years post implementation

20. Why? What was your least successful lean effort ? Pharmacy Lean Flow Project • Driven from top down, not from the local level • Included predetermined decision around implementing automation • Low level of staff engagement • Lack of accountable department leadership

21. Hennepin CountyHuman Services and Public Health Department Six Sigma James Baxter , Noel Jagolino , David Wagner

22. TODAY’S PRESENTATION Our Customers Our Organization Multi Generational Deployment Plan Infrastructure Development Wins and Losses

23. Our Primary Customers • Children in Need of Protection/ Services • Chemically Dependent Individuals • Individuals with Disabilities • County Tax Payers • Individuals with Behavioral Health Challenges • Persons in Need of Public Health Services • Vulnerable Adults • State and Federal Human Services & Public Health Authorities

24. Human Services and Public Health Department

25. Multi-Generational Six Sigma Deployment Plan DEFINE MEASURE ANALYZE IMPROVE CONTROL

26. Infrastructure and DMAIC Beta • DMAIC Tools and Templates • 3 – Cross Functional Projects • Black Belt Project • 2 – Champions: QA, FINANCE • 1 – Black Belt • 3 – Green Belts • Project Management Certificates

27. Losses • Child Welfare Service Process (Federal Legislative Changes) • Developmental Disability Service Process (Champion Retired) • Other Considerations

28. Wins • Adult Mental Health Service Processes • Center for Human Services and Public Health Surveys • DMAIC Tools, Templates, andTraining • Interest in Project Management

29. Yes we have a combined lean and six sigma team within the quality department. Yes we have a combined lean and six sigma team separate from the quality dept. We have a lean team within quality We have a lean team outside of quality. We have 6-sigma team within quality We have a 6-sigma team outside of quality We do not have a formal team but have done some lean or 6-sigma. We do not have a formal team nor have we done any projects labeled as lean or 6-sigma. Poll: Do you have a “formal” lean and/or six sigma team ?

30. Welcome to the MHQP & HealthForce MN Quality Brownbag Room Monthly Noon Brownbag Fourth Thursday Every Month May 28 Panel It’s Overwhelming . . . Where Do I Start ? Questions? Contact: Skip Valusek MHQP Education Chair skipvalusek@comcast.net Slides are posted at: http://www.healthforceminnesota.org/pages/Programs/courses.html