driving cme process innovation using lean six sigma

Driving CME Process Innovation Using Lean Six Sigma Methodologies Danielle Milbauer

Administrative Director, NYU Post-Graduate Medical School 212.263.5294 danielle.milbauer@nyumc.org

Raja Venkata Akunuru Director, Client Services, EthosCE and DLC Solutions 732.501.5526 rvenkata@dlc-solutions.com Jeremy C. Lundberg Chief Executive Officer, EthosCE and DLC Solutions 267.234.7401 jlundberg@dlc-solutions.com

Maria Mercado Registrar, NYU Post-Graduate Medical School 212.263.5295 maria.mercado@nyumc.org Sheila Moaleman Advertising Coordinator, NYU Post-Graduate Medical School 212.263.2984 sheila.moaleman@nyumc.org Reed Morgan RSS Coordinator, NYU Post-Graduate Medical School 212.263.8153 reed.morgan@nyumc.org Samantha Phillips Exhibits Coordinator, NYU Post-Graduate Medical School 212.263. 2885 samantha.phillips@nyumc.org

Disclosures •Danielle Milbauer- Planner and Presenter- reports no relevant financial relationships

•Raja Venkata Akunuru- Planner and Presenter- Director, Client Services, EthosCE, a LMS for providers in Continuing Education

• Jeremy C. Lundberg- Moderator- Chief Executive Officer, EthosCE, a LMS for providers in Continuing Education •Maria Mercado- Planner- reports no relevant financial relationships

•Sheila Moaleman- Planner- reports no relevant financial relationships

•Reed Morgan- Planner- reports no relevant financial relationships

•Samantha Phillips- Planner- reports no relevant financial relationships

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Objectives

• Define the concept of Lean Six Sigma

• Describe the five steps involved in the Lean Six Sigma process

• Map the current and ideal state of a process

• Understand the constraints that drive the future state of a process

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Presentation Title

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Driving Process Innovation with Lean Six Sigma: The NYU Success Story

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NYU: Where Were We? December 2011

Injury Employee Frustration

Redundancy Uncollected Debt

$65,000

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NYU: What Did We Do? Lean Six Sigma: Rapid Improvement Event

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NYU: Where Are We Now? January 2014

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NYU: Where Are We Now? January 2014

No Injuries Drastically Reduced

Redundancy

Employee Satisfaction

No Uncollected

Debt 83%! Incorporating Interprofessional Education in CME

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Lean Six Sigma The Perfect Union

Lean Concept

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• Eliminate Wastes

• Anything that the customer is not willing to pay for

“Process improvement methodology that eliminates wastes”

Six Sigma Concept

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• Quality

• Consistency

• Quality and cost of business inversely related

Quantitative process improvement methodology that targets to eliminate defects and increase process consistency.

Lean Six Sigma The Union

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No Wastes +

Lean Six Sigma

No Defects

Lean Six Sigma

Better Faster Cheaper Process

=

“Quantitative set of tools and techniques to eliminate defects, wastes and increase process consistency and customer satisfaction”

Presentation Title

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Lean Six Sigma Model for Business Process Excellence

Lean Six Sigma The five steps: DMAIC

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Define

Measure

Analyze Improve

Control

Case Study

Please follow along with the case study you have been provided

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Presentation Title

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Step 1: Define Know where your bucks come from. Don’t try to fix the world!

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DMAIC: Define Project Charter

Project Charter Problem Statement: Describe the pain point Scope: Set boundaries Goals: Be quantitative Team Members: Involve the right people

Project Mission:

Objectives:

Project Scope:

Charter Summary For:

Sponsor:

Team Leader(s):

Team Members:

Project Dates:

Champion:

Supportive Leadership:

Subject Matter Experts: A: B: C: D: E: F G: H:

Black Belt(s):

Monument(s):

Background/Problem Statement:

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DMAIC: Define Project Charter Problem Statement: • Multiple agenda formats received in CE office • Lack of communication regarding agenda changes • Redundancy in agenda process • Employee satisfaction is low Scope: Receipt of original course agenda to agenda finalized for syllabus Goals: • Reduce FTE effort associated with agenda by 85% • Improve employee morale by 20% Team Members: Jon, Sasha, Peter, Course Director Champion: Danielle Milbauer and Raja Venkata Akunuru

Specific Measureable Achievable Realistic Time-bound

Presentation Title

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Step 2: Measure Map it, Map it and Map it!

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DMAIC: Measure

Pain point

Gather relevant stakeholders

Use appropriate process mapping tools

Map the current process

Stop

Start

“Measure” the process baseline

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DMAIC: Measure Process Maps: Where do I begin? • Write down each step on a post-it note

• Remember: Every step counts! • i.e. Milk for your coffee

• Each person’s steps should be mapped in their own row • Don’t forget to include wait time as a step

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DMAIC: Measure Decision Box

Decision

Collect more information

Proceed Yes

No

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DMAIC: Measure Metrics Are Measured

Amount of Time Spent: 70 minutes

Total Amount Per Academic Year: 2,800 minutes or 5.83 business days

Number: 40 courses per year

Presentation Title

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Step 3: Analyze The devil is in the details.

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DMAIC: Analyze

Value Added

(VA)

Required

NVA

Non-Value Added (NVA)

Would the customer be willing to “pay” for this?

Waste! Refer to “Lean Six Sigma: 8 Wastes”

Can you complete the process without this step?

Presentation Title

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Step 4: Improve Get the ball rolling.

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DMAIC: Improve Step 1: Map the Ideal State

Step 2: Identify and discuss constraints

Step 3: Map the Future State

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DMAIC: Improve Mapping the Ideal State: Brainstorming!

Tips: • Always keep your Value- added steps in mind • Start from scratch

• Forget about constraints!

DMAIC: Improve Getting from the Ideal to Future State

• Add constraints back into the process

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DMAIC: Improve Creating a Future State

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DMAIC: Improve Implementation Plan

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DMAIC: Improve Improved Metrics Are Realized

Amount of Time Spent: 10 minutes

Amount of Time Saved: 60 minutes

Total Amount Saved Per Academic Year: 2,400 minutes or 5 business days

Presentation Title

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Step 5: Control Remember Murphy’s Law.

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DMAIC: Control

Today 6 months later

People Process Systems Customer requirements Business drivers

Change

We need to fix this!

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DMAIC: Control

• Realize the current metrics

• Develop control plan • Indicates whether process is broken

• Conduct process reassessment checks

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DMAIC: Control Process Improvement Continuum

Presentation Title

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Questions?