driving cme process innovation using lean six sigma
TRANSCRIPT
Driving CME Process Innovation Using Lean Six Sigma Methodologies Danielle Milbauer
Administrative Director, NYU Post-Graduate Medical School 212.263.5294 [email protected]
Raja Venkata Akunuru Director, Client Services, EthosCE and DLC Solutions 732.501.5526 [email protected] Jeremy C. Lundberg Chief Executive Officer, EthosCE and DLC Solutions 267.234.7401 [email protected]
Maria Mercado Registrar, NYU Post-Graduate Medical School 212.263.5295 [email protected] Sheila Moaleman Advertising Coordinator, NYU Post-Graduate Medical School 212.263.2984 [email protected] Reed Morgan RSS Coordinator, NYU Post-Graduate Medical School 212.263.8153 [email protected] Samantha Phillips Exhibits Coordinator, NYU Post-Graduate Medical School 212.263. 2885 [email protected]
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?