Lean Six Sigma Continuous Performance Improvementaltarum.org/.../Lean-Six-Sigma_050412.pdf ·  · 2017-06-23Performance Improvement features the Lean Six Sigma (LSS) approach. LSS

SYSTEMS RESEARCH FOR BETTER HEALTH

Altarum Institute in-

tegrates independent

research and client-

centered consulting

to deliver comprehen-

sive, systems-based

solutions that improve

health and health

care. A nonprofit,

Altarum serves clients

in both the public and

private sectors.

Altarum Institute’s focus on Continuous Performance Improvement features the Lean Six Sigma (LSS) approach. LSS is a set of principles and tools designed to continuously improve performance within any system, including health care systems. The LSS approach aims to eliminate waste and cut lead time (Lean) as well as reduce unintentional variation and improve quality (Six

Sigma). LSS is a balanced process that can be implemented in any type of organization, and within all levels of the organization, to facilitate rapid improvements in productivity and quality.

Altarum’s LSS experts are certified LSS Master Black Belts or Lean Masters and several serve as instructors of LSS certification programs at the University of Michigan.

Lean Six Sigma Continuous Performance Improvement

LEAN SIX SIGMA

5S

Problem Solving

Just in Time

Continuous

Flow

Pull

Built-in

Quality

Make Problems

Visible (VSM)

Design of

Experiments

SIPOC

FMEA

ANOVA

Lean

Goal: reduce waste& cut lead time

Six Sigma

Goal: reduce variation& improve quality

Continuous Improvement

Standard Work

DMAIC

Voice of the Customer

Process Focus

People Focus

Measurement

Empower People

Leadership

Change Mgmt.

Core Services Offered: s Lean mentoring and coaching s Lean layout and facility design s Leader-led VSM facilitation s Kaizen event facilitation s Hoshin planning s Lean accounting and metrics s LSS simulations, training,

and certification programs s Rapid cost reduction opportunity

assessment

Altarum Institute understands how to maximize your enterprise transformation potential by using “the right tool at the right time in the right hands.”

KEY:

VSM: Value Stream Mapping

5S: 5 Steps to workplace productivity and orderliness

SIPOC: Suppliers, Inputs, Processes,Outputs and Customers (to analyze end-to-end processes)

FMEA: Failure Mode and Effects Analysis

ANOVA: Analysis of Variance

DMAIC: Define, Measure, Analyze, Improve, and Control (incremental process improvement using Six Sigma methodology)

continued on backwww.altarum.org

SYSTEMS RESEARCH FOR BETTER HEALTH

Altarum’s broad LSS implementation experience ranges from health care clinics to academic health systems and from government agencies to large multinational corporations. Examples of Altarum’s LSS experience, particularly in the area of assisting clients with leader-led value stream mapping (VSM) and analysis, follow: s Altarum provides support to Scott & White

Healthcare (S&W), a nonprofit health system with 13,000 employees serving central Texas since 1897, as they undertake their Lean journey. This multiyear effort has included training more than 900 S&W employees in the Altarum 4-day Lean training course, establishing an Executive Steering committee, and leading a variety of Lean events. Ten VSM events have been completed and the events have resulted in, on average, a reduction in cycle time of 25–30%. Specific accomplishments are Altarum’s Lean Review of the plans for a new operating suite resulted in a smaller suite, saving more than $10 million in construction costs; the VSM that Altarum facilitated focusing on hospital to home care transition reduced readmission rates by 47%; and the outpatient chemotherapy infusion VSM that reduced total patient cycle time by 53%.

s Altarum worked with three Federally Qualified Health Centers (FQHCs) to improve workflows and processes using Lean principles and tools. These health centers—Alexandria Neighborhood Health Services, Inc., Baldwin Family Health Care, and Penobscot Community Health Care—applied Lean to address challenges related to patient scheduling, registration, no-shows, wait time, provider productivity, and care coordination. Over an 18-month period, Lean application in the primary care setting delivered– Improved safety and quality of care,– Increased revenues,– Enhanced efficiency using electronic health

records,– Smoother patient flow,– Improved patient and staff satisfaction, and– Enhanced patient access to care.

Additionally, one health center successfully used Lean to implement elements of the patient-centered medical home model. Overall, staff

members across all three FQHCs expected ongoing Lean improvements to generate financial savings. s At Hospital Sisters Health System, Altarum

LSS staff facilitated an operating room (OR) quick-turnover Kaizen Event that resulted in a 55% reduction in setup time and significant improvements in preference card accuracy, decreased waste of “opened but not used” supplies, and reduced the workload of OR support staff.

s Altarum assisted Memorial Sloan-Kettering Cancer Center leaders to significantly improve cancer surgery patient flow processes, both eliminating a large waiting room and increasing net procedures per staff member by over 15%. This improvement was accomplished as a result of 10 hard-hitting VSM projects led by Altarum staff.

s For the University of Michigan Health System pre-transplant process, Altarum facilitated leader-led VSM plans, which resulted in a lead time reduction to get on the National Transplant List of more than 67% and a 50% improvement in staff productivity.

s Altarum worked with University Health Systems (UHS) in San Antonio, Texas to improve their patient visit process. UHS reduced their patient wait times by 8.3% and increased patient satisfaction scores from 3.4 to 4.2 out of 5.

s Altarum assisted Orlando Regional Medical Center to reduce OR turnover resulting in a 42% reduction in turnover time, which led to an additional $1 million of surgery revenue potential.

s Altarum assisted William Beaumont Troy Hospital apply 5S and workplace organization principles to a Lab Expansion Project, which resulted in improved workflow, 68% reduction in space requirements, and a customer-validated 7:1 return on investment.

For further information about Altarum’s work in the area of LSS, please contact one of the following:

Catherine Call, MSN, MSEd, CPHQ, PMPPractice Area Leader, Health Quality [email protected]

Altarum Institutewww.altarum.org

Altarum Clients’ Typical Results from

Applying Lean

• 40–60%leadtimereduction

• 50–80%inventoryreduction

• 50–100%productivityimprovement

• Increasedmorale• Improvedsafety• Significantlyreducederrorsandrework

• 5–25%costreduction

05042012