Transforming your Historical Metrics to a Futuristic State

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1 Transforming your Historical Metrics to a Futuristic State Forrest W. Breyfogle III CEO, Smarter Solutions, Inc. SmarterSolutions.com Forrest@SmarterSolutions.com Copyright All rights reserved. Smarter Solutions, Inc. (

2 Observations When times get tough who is one of the first people to get laid off? Process improvement practitioner Why does this termination occur, since one would think that in tough times process improvement is needed the most? It appears that improvement practitioner efforts are often not viewed by senior leadership as important to the enterprise as a whole. Why is it that scorecards often indicate an improvement was made to only find that things then again worsen. Did we really make an improvement when a red-yellow-green scorecard transitioned from red to green? Shouldn t we be doing things smarter? What is really needed? What are the major business-management issues of leadership? Copyright All rights reserved. Smarter Solutions, Inc. ( 2

3 Leadership Business Management Issues 1. Executive management receives a monthly 60+ slide PowerPoint deck or a huge excel file which nets out the status of the organization s performance metrics. This report, which took much preparation resource, has out dated information, can be difficult to interpret, and does not present information in an actionable format. Data are only historic and not timely presented with prediction statements. 2. Quarterly executive management reviews (EMR) are lengthy and questionable in value. EMRs consume much resource for both executives and presenters. Presentations could highlight the status of corrective and preventative actions (CAPAs), but an alignment to business performance metrics is often lacking. Copyright All rights reserved. Smarter Solutions, Inc. ( 3

4 Leadership Business Management Issues 3. There is much wasted resources fighting fires and the benefits of process improvement efforts seem questionable. Issues of the day that are supposedly resolved only reoccur. Also, 100 million dollars in saving may have been reported but nobody can find the money. 4. Our organization is operating in silos where little regard is given to the big picture. Performance goals are set by function; however, what is right for one function might not be the best for another function and the business as a whole. What will be described is a system that addresses all four of these business-management issues. Copyright All rights reserved. Smarter Solutions, Inc. ( 4

5 Learning Objectives At the conclusion of this session, attendees should be able to Describe conversion of common-place dashboard and KPI reporting to a predictive statement; e.g., table of numbers, stoplight scorecards, and time-series report-outs. Describe how up-to-date 30,000-foot-level predictive metrics can be reported throughout an organization. Describe how to focus improvement efforts to those 30,000-foot-level metrics that benefit the enterprise as a whole. Copyright All rights reserved. Smarter Solutions, Inc. ( 5

6 Polling Question 1 What types of dashboards does your current or past organization use? (choose more than one type, if appropriate) Red-yellow-green scorecards Table of numbers Time-series reporting Predictive process performance reporting No performance metric tracking Don t know Copyright All rights reserved. Smarter Solutions, Inc. ( 6

7 Learning Objectives At the conclusion of this session, attendees should be able to Describe conversion of common-place dashboard and KPI reporting to a predictive statement; e.g., table of numbers, stoplight scorecards, and time-series report-outs. Describe how up-to-date 30,000-foot-level predictive metrics can be reported throughout an organization. Describe how to focus improvement efforts to those 30,000-foot-level metrics that benefit the enterprise as a whole. Copyright All rights reserved. Smarter Solutions, Inc. ( 7

8 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 8

9 Red/Yellow/Green Scorecard Discussion Red/Yellow/Green visuals are the most popular concept in scorecards because of the stoplight relationship. Only compare the instantaneous performance to a set goal No insight into trends or historical performance If the goal is not a specification, they are often ignored. Is that a good behavior? Graphics found at 1/b31973/dv_intro.htm Copyright All rights reserved. Smarter Solutions, Inc. ( 9

10 A Corporation s Red-Yellow-Green Scorecard Monthly S C OR E C AR D Business Unit Name CUSTOMER FINANCE Measurement Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 CUSTOMER Customer Metric A Yellow if equal to or higher than Green if equal to or higher than Customer Metric B Yellow if equal to or higher than Green if equal to or higher than Customer Metric C Yellow if equal to or higher than Green if equal to or higher than FINANCE Finance Metric A Yellow if equal to or higher than Green if equal to or higher than Finance Metric B Yellow if equal to or higher than Green if equal to or higher than Finance Metric C Yellow if equal to or higher than Green if equal to or higher than Finance Metric H Yellow if equal to or higher than Green if equal to or higher than Finance Metric I Yellow if equal to or higher than Green if equal to or higher than 0.35 Monthly SCORECARD Business Unit Name INT E R NAL BUSINESS OPERATIONS IBO Metric A Yellow if equal to or higher than Green if equal to or higher than IBO Metric B Yellow if equal to or less than Green if equal to or less than IBO Metric C FINANCE Yellow if equal to or less than Green if equal to or less than IBO Metric D Yellow if equal to or less than Green if equal to or less than IBO Metric F Yellow if equal to or less than Green if equal to or less than IBO Metric G Yellow if equal to or less than Green if equal to or less than IBO Metric H Yellow if equal to or higher than Green if equal to or higher than INTE R NAL BUSINESS OPS L E ARNING & GROWTH Measurement Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Finance Metric A Yellow if equal to or higher than Green if equal to or higher than Finance Metric B Yellow if equal to or higher than Green if equal to or higher than LEARNING AND GROWTH L&G Metric A Yellow if equal to or less than Green if equal to or less than L&G Metric B Yellow if equal to or higher than Green if equal to or higher than RED YELLOW GREEN Finance Metric C Yellow if equal to or higher than Green if equal to or higher than IEE Vol. 2: Table 3.5 Copyright All rights reserved. Smarter Solutions, Inc. ( 10

11 Monthly SCORECARD Business Unit Name Measurement Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 CUSTOMER Customer Metric A Yellow if equal to or higher than Green if equal to or higher than Customer Metric B Yellow if equal to or higher than Green if equal to or higher than Customer Metric C Yellow if equal to or higher than Green if equal to or higher than Let s examine Finance Metric B Let s examine this corporation s red-yellow-green scorecard FINANCE Finance Metric A Yellow if equal to or higher than Green if equal to or higher than Finance Metric B Yellow if equal to or higher than Green if equal to or higher than Finance Metric C Yellow if equal to or higher than Green if equal to or higher than Finance Metric H Yellow if equal to or higher than Green if equal to or higher than Finance Metric I Yellow if equal to or higher than Green if equal to or higher than INTERNAL BUSINESS OPERATIONS IBO Metric A Yellow if equal to or higher than Green if equal to or higher than IBO Metric B Yellow if equal to or less than Green if equal to or less than IBO Metric C Yellow if equal to or less than Green if equal to or less than IBO Metric D Yellow if equal to or less than Green if equal to or less than IBO Metric F Yellow if equal to or less than Green if equal to or less than IBO Metric G Yellow if equal to or less than Green if equal to or less than IBO Metric H Yellow if equal to or higher than Green if equal to or higher than LEARNING AND GROWTH L&G Metric A Yellow if equal to or less than Green if equal to or less than L&G Metric B Yellow if equal to or higher than Green if equal to or higher than Green if equal to or higher than Finance Metric B Yellow if equal to or higher than Green if equal to or higher than C % red & 50% green? Special or Common Cause? Copyright All rights reserved. Smarter Solutions, Inc. ( 11

12 Building a Better Scorecard Response Aug'04 UCL= The metric is colored red when a goal is not being met Sep'04 Oct'04 Nov'04 Individuals Control Chart Dec'04 Jan'05 TRADITIONAL SCORECARD EXCERPT Traditional Performance Reporting Example Red-Yellow-Green Scorecard Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 Finance Metric B Yellow if equal to or higher than Green if equal to or higher than IEE Improved Reporting for Process Assessment and Improvement INDIVIDUALS CONTROL CHART _ 50 X= blame game, and proliferation of fanciful stories about why goals Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 LCL= Percent Response Date Histogram Most importantly, it tells us nothing about what Normal Probability Plot and corrective action needs to be taken. This can result in counter productive initiatives, 24/7 firefighting, the weren t met. to expect in the future! Copyright All rights reserved. Smarter Solutions, Inc. ( 12

13 Building a Better Scorecard Traditional Performance Reporting Example Red-Yellow-Green Scorecard Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 Finance Metric B Yellow if equal to or higher than Green if equal to or higher than Integrated Enterprise Excellence (IEE) Scorecard System 1 Process is predictable If there is a recent region of stability, we can say that the process is predictable. So what do we predict? Copyright All rights reserved. Smarter Solutions, Inc. ( 13

14 Building a Better Scorecard Individuals Control Chart 2.6 UCL= 2.62 Response Observation Mean = 2.26 LCL=1.90 If a process is predictable, we can consider that data from the recent region of stability are a random sample of the future. Copyright All rights reserved. Smarter Solutions, Inc. ( 14

15 Building a Better Scorecard Frequency Percent Histogram Histogram of Response Normal Response Normal Probability Plot Response The red criterion, of less than 2.2, can be applied to the histogram for estimation of the percentage below 2.2; however, it is difficult to estimate from this graphic. A probability plot is a better approach since if the sample data are from a predictable process, this tool can provide a long-term performance estimate. Conclude: Approx. 32.6% is below 2.2. Copyright All rights reserved. Smarter Solutions, Inc. ( 15

16 Building a Better Scorecard Traditional Performance Reporting Example Red-Yellow-Green Scorecard Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 Finance Metric B Yellow if equal to or higher than Green if equal to or higher than Integrated Enterprise Excellence (IEE) Scorecard System Normal Probability Plot 2 Percent Response IEE reporting assesses predictability & then if the process is predictable provides a prediction statement. The probability plot provides process variability insight, which Edwards Deming said was important. Copyright All rights reserved. Smarter Solutions, Inc. ( 16

17 Building a Better Scorecard Traditional Performance Reporting Example Red-Yellow-Green Scorecard Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05 Finance Metric B Yellow if equal to or higher than Green if equal to or higher than Integrated Enterprise Excellence (IEE) Scorecard System 1 2 Percent Normal Probability Plot Predictable process with an approximate non-conformance rate of 32.6% Response Copyright All rights reserved. Smarter Solutions, Inc. ( 17

18 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 18

19 Table of Numbers Conversion Current dashboard report-out Week Ending New Sales % Change vs prev week Total Sales Product A % Change vs prev week Market Share New Share Change vs prev week Marke t Share Total Share Change vs prev week New Sales % Change vs prev week Total Sales Product B % Change vs prev week Market Share New Share Change vs prev week Marke t Share Total Share Change vs prev week New Sales % Change vs prev week Total Sales Product C 1/2/ , % 47, % 16.3% 0.4% 16.3% -0.1% 16, % 66, % 15.0% 0.3% 16.6% 0.1% 11, % 41, % 1.6% -0.1% 1.6% 0.0% 20, % 71, % 13.5% -0.2% 12.7% 0.1% 1/9/ , % 50, % 15.8% -0.6% 16.0% -0.2% 20, % 71, % 15.8% 0.7% 16.9% 0.3% 12, % 41, % 1.5% -0.1% 1.6% -0.1% 25, % 75, % 14.0% 0.5% 12.9% 0.2% 1/16/ , % 46, % 15.4% -0.3% 16.0% 0.0% 18, % 64, % 15.1% -0.6% 16.5% -0.3% 11, % 37, % 1.5% 0.0% 1.5% 0.0% 24, % 72, % 14.1% 0.1% 13.0% 0.1% 1/23/ , % 44, % 15.4% 0.0% 16.1% 0.0% 17, % 61, % 14.8% -0.3% 16.3% -0.2% 10, % 35, % 1.4% -0.1% 1.5% -0.1% 23, % 69, % 13.9% -0.2% 13.1% 0.1% 1/30/ , % 44, % 16.0% 0.5% 16.2% 0.2% 17, % 61, % 14.9% 0.1% 16.3% 0.0% 10, % 36, % 1.3% 0.0% 1.5% 0.0% 24, % 69, % 13.9% 0.0% 12.9% -0.2% 2/6/ , % 49, % 15.6% -0.4% 15.9% -0.4% 18, % 69, % 15.3% 0.4% 16.6% 0.3% 12, % 41, % 1.4% 0.1% 1.6% 0.1% 26, % 75, % 14.1% 0.2% 12.8% -0.1% 2/13/ , % 46, % 16.2% 0.6% 16.3% 0.4% 17, % 64, % 15.0% -0.3% 16.5% -0.1% 11, % 37, % 1.3% -0.1% 1.5% -0.1% 25, % 73, % 14.0% 0.0% 13.1% 0.3% 2/20/ , % 45, % 16.3% 0.1% 16.3% 0.0% 17, % 61, % 14.9% -0.1% 16.3% -0.2% 10, % 35, % 1.3% 0.0% 1.5% 0.0% 25, % 71, % 14.3% 0.3% 13.1% 0.0% 2/27/ , % 47, % 16.2% -0.2% 16.4% 0.1% 17, % 63, % 15.0% 0.1% 16.2% -0.1% 11, % 37, % 1.3% 0.0% 1.5% 0.0% 26, % 73, % 14.3% 0.0% 13.1% -0.1% 3/6/ , % 50, % 16.6% 0.5% 16.2% -0.2% 19, % 70, % 15.7% 0.7% 16.6% 0.4% 12, % 42, % 1.4% 0.1% 1.6% 0.1% 27, % 80, % 14.5% 0.2% 13.1% 0.0% 3/13/ , % 47, % 17.1% 0.4% 16.5% 0.3% 18, % 64, % 15.3% -0.4% 16.6% 0.0% 11, % 37, % 1.4% 0.0% 1.5% 0.0% 27, % 75, % 14.9% 0.4% 13.2% 0.2% 3/20/ , % 47, % 17.2% 0.1% 16.6% 0.1% 18, % 63, % 15.8% 0.5% 16.6% 0.0% 11, % 36, % 1.4% 0.0% 1.5% 0.0% 26, % 74, % 14.9% 0.0% 13.4% 0.2% 3/27/ , % 46, % 16.6% -0.6% 16.5% -0.1% 17, % 62, % 15.6% -0.2% 16.5% -0.1% 10, % 36, % 1.4% 0.0% 1.5% 0.0% 26, % 74, % 15.2% 0.3% 13.4% 0.0% 4/3/ , % 50, % 17.0% 0.4% 16.6% 0.1% 18, % 67, % 15.3% -0.3% 16.4% -0.1% 11, % 40, % 1.5% 0.1% 1.6% 0.0% 27, % 78, % 14.7% -0.5% 13.2% -0.2% 4/10/ , % 47, % 16.3% -0.7% 16.5% -0.1% 17, % 64, % 15.2% -0.2% 16.4% 0.1% 10, % 36, % 1.4% -0.1% 1.5% -0.1% 25, % 74, % 14.5% -0.1% 13.0% -0.2% 4/17/ , % 46, % 16.9% 0.6% 16.6% 0.1% 17, % 63, % 15.3% 0.1% 16.4% 0.0% 10, % 35, % 1.4% 0.0% 1.5% 0.0% 24, % 73, % 14.3% -0.2% 13.1% 0.1% 4/24/ , % 47, % 17.3% 0.3% 16.8% 0.2% 17, % 62, % 15.7% 0.4% 16.4% 0.0% 10, % 34, % 1.4% 0.0% 1.5% 0.0% 25, % 73, % 14.8% 0.5% 13.2% 0.1% 5/1/ , % 48, % 17.3% 0.0% 16.6% -0.2% 17, % 65, % 15.2% -0.5% 16.5% 0.0% 10, % 37, % 1.4% 0.0% 1.5% 0.0% 26, % 77, % 14.7% -0.1% 13.3% 0.1% 5/8/ , % 50, % 17.1% -0.2% 16.7% 0.1% 18, % 66, % 15.7% 0.5% 16.6% 0.2% 10, % 37, % 1.4% 0.0% 1.5% 0.0% 25, % 77, % 14.5% -0.2% 13.2% -0.1% 5/15/ , % 48, % 17.2% 0.1% 17.0% 0.3% 17, % 62, % 15.2% -0.4% 16.4% -0.2% 10, % 34, % 1.4% 0.0% 1.4% -0.1% 25, % 74, % 15.0% 0.5% 13.3% 0.1% 5/22/ , % 49, % 17.2% 0.0% 17.0% 0.0% 17, % 63, % 15.2% 0.0% 16.5% 0.1% 10, % 35, % 1.4% 0.0% 1.5% 0.0% 25, % 76, % 14.6% -0.4% 13.3% 0.0% 5/29/ , % 46, % 16.9% -0.3% 16.9% -0.1% 16, % 60, % 15.2% 0.0% 16.4% -0.1% 9, % 32, % 1.4% 0.0% 1.4% 0.0% 22, % 72, % 14.6% -0.1% 13.3% 0.0% 6/5/ , % 52, % 17.2% 0.4% 16.9% 0.0% 18, % 68, % 15.3% 0.1% 16.5% 0.1% 11, % 39, % 1.5% 0.1% 1.5% What 0.1% 26,443 conclusions 15.0% 80, % 14.2% can -0.4% be 13.2% -0.1% 6/12/ , % 49, % 17.6% 0.4% 17.1% 0.3% 17, % 64, % 15.3% 0.0% 16.6% 0.1% 9, % 33, % 1.4% -0.1% 1.4% -0.1% 26, % 76, % 14.7% 0.6% 13.5% 0.3% 6/19/ , % 49, % 17.2% -0.4% 17.2% 0.0% 17, % 63, % 15.4% 0.1% 16.5% -0.2% 10, % 33, % 1.4% 0.1% 1.4% 0.0% 25, % 76, % 14.6% -0.2% 13.5% 0.0% 6/26/ , % 49, % 17.7% 0.4% 17.3% 0.1% 17, % 63, % 15.5% 0.1% 16.5% 0.0% 9, % 33, % 1.4% -0.1% 1.4% made 0.0% 24,916 from -2.2% 76,084 this 0.0% table 14.2% -0.3% of 13.5% 0.1% 7/3/ , % 53, % 17.5% -0.2% 17.2% -0.1% 18, % 70, % 15.8% 0.3% 16.6% 0.1% 10, % 38, % 1.5% 0.1% 1.5% 0.1% 26, % 82, % 14.5% 0.2% 13.2% -0.3% 7/10/ , % 51, % 17.6% 0.1% 17.3% 0.1% 18, % 67, % 15.5% -0.3% 16.8% 0.2% 10, % 34, % 1.4% -0.1% 1.4% -0.1% 26, % 77, % 14.3% -0.1% 13.3% 0.1% 7/17/ , % 49, % 17.2% -0.4% 17.1% -0.2% 18, % 65, % 15.5% 0.0% 16.5% -0.3% 10, % 34, % 1.5% 0.1% 1.4% 0.0% 26, % 79, % 14.7% 0.4% 13.6% 0.2% % Change vs prev week Market Share New Share Change vs prev week Market Share Total Share Change vs prev week New Sales % Change vs prev week Total Sales Product D % Change vs prev week numbers? Market Share New Share Change vs prev week Market Share Total Share Change vs prev week What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 19

20 Table of Numbers Conversion Let s focus on one aspect of the table-of-numbers dashboard. Week Ending New Sales % Change vs prev week Total Sales Product A % Change vs prev week Market Share New Share Change vs prev week Marke t Share Total Share Change vs prev week 1/2/ , % 47, % 16.3% 0.4% 16.3% -0.1% 1/9/ , % 50, % 15.8% -0.6% 16.0% -0.2% 1/16/ , % 46, % 15.4% -0.3% 16.0% 0.0% 1/23/ , % 44, % 15.4% 0.0% 16.1% 0.0% Copyright All rights reserved. Smarter Solutions, Inc. ( 20

21 Table of Numbers Conversion In this executive dashboard: Much emphasis is given to comparing one week to the next. There is no mention of profitability as a key performance indicator (KPI) metric. Sales and other costs are not addressed. The format of this executive dashboard does not encourage process improvement efforts. Focus is given to new sales, not existing customers. Week Ending New Sales % Change vs prev week Total Sales Product A % Change vs prev week Market Share New Share Change vs prev week Marke t Share Total Share Change vs prev week 1/2/ , % 47, % 16.3% 0.4% 16.3% -0.1% 1/9/ , % 50, % 15.8% -0.6% 16.0% -0.2% 1/16/ , % 46, % 15.4% -0.3% 16.0% 0.0% 1/23/ , % 44, % 15.4% 0.0% 16.1% 0.0% Will now describe predictive performance reporting for total sales and product type. Copyright All rights reserved. Smarter Solutions, Inc. ( 21

22 Table of Numbers Conversion 30,000-foot-level report-out for total sales IEE Scorecard for Total Sales of All Products Individual Value I-chart UCL= _ X= Percent Probability plot Normal Mean StDev 9331 N 29 AD P-Value /2/2013 1/23/2013 2/13/2013 3/6/2013 3/27/2013 4/17/2013 5/8/2013 Week 5/29/2013 6/19/2013 7/10/2013 LCL= Process values The process is predictable. The est. median is with 80% of the events between and Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 22

23 Table of Numbers Conversion 20,000-foot-level report-out for Product A Sales IEE Scorecard for Product A Sales Individual Value I-chart 1 2 UCL=55993 _ X=50767 LCL=45542 Percent Probability plot Normal Mean StDev 1770 N 7 AD P-Value /2/2013 1/23/2013 2/13/2013 3/6/2013 3/27/2013 4/17/2013 5/8/2013 Week 5/29/2013 6/19/2013 7/10/ Process values Understanding: Process change had occurred. The process is predictable since the last process change. The est. median is with 80% of the events between and Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 23

24 Table of Numbers Conversion 20,000-foot-level report-out for Product B sales IEE Scorecard for Product B Sales Individual Value /2/2013 1/23/2013 2/13/2013 3/6/2013 3/27/2013 I-chart 4/17/2013 5/8/2013 Week 5/29/2013 6/19/2013 7/10/2013 UCL=74049 _ X=64950 LCL= Process values The process is predictable. The est. median is with 80% of the events between and Percent Probability plot Normal Mean StDev 2960 N 29 AD P-Value Action: Do nothing, unless prediction statement is unsatisfactory Copyright All rights reserved. Smarter Solutions, Inc. ( 24

25 Table of Numbers Conversion 20,000-foot-level report-out for Product C sales IEE Scorecard for Product C Sales Individual Value /2/2013 1/23/2013 2/13/2013 3/6/2013 3/27/2013 I-chart 1 2 4/17/2013 5/8/2013 Week 5/29/2013 6/19/2013 7/10/2013 UCL=43191 _ X=35102 LCL= Process values The process is predictable since the last process change. The est. median is with 80% of the events between and Percent Probability plot Normal Mean StDev 2213 N 10 AD P-Value Understanding: Process change had occurred. Action: Understand why product sales seemed to have decreased and take corrective action, if appropriate. Copyright All rights reserved. Smarter Solutions, Inc. ( 25

26 Table of Numbers Conversion 20,000-foot-level report-out for Product D sales Individual Value /2/2013 1/23/2013 2/13/2013 3/6/2013 3/27/2013 I-chart 4/17/2013 5/8/2013 Week IEE Scorecard for Product D Sales 5/29/2013 6/19/2013 7/10/2013 UCL=84640 _ X=76569 LCL= Process values The process is predictable since the last process change. The est. median is with 80% of the events between and Percent Probability plot Normal Mean StDev 2808 N 20 AD P-Value Understanding: Process change had occurred. Action: Do nothing, unless prediction statement is unsatisfactory. Overall Observation: Better conclusions can be made from a 30,000-footlevel report about process performance and process improvement needs. Copyright All rights reserved. Smarter Solutions, Inc. ( 26

27 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 27

28 Time-series-plot Conversion Current dashboard report-out Previous Year Current Year JAN FEB MAR APL MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APL MAY JUN JUL AUG SEP OCT NOV DEC Report 1 4,918 5,331 5,815 5,750 5,597 4,941 4,834 4,306 4,699 4,548 4,184 3,627 5,245 Report ,295 1,379 1,194 1, ,340 Report 3 1, Report Report Report 6 4,324 4,808 5,641 4,974 6,052 5,478 4,562 4,568 4,793 4,967 5,557 4,369 3,567 Tool Usage Trends JAN FEB MAR APL MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APL MAY JUN JUL AUG SEP OCT NOV DEC Report 1 4,918 5,331 5,815 5,750 5,597 4,941 4,834 4,306 4,699 4,548 4,184 3,627 5,245 Report ,295 1,379 1,194 1, ,340 Report 3 1, Report What conclusions can be made from this chart? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 28

29 Time-series-plot Conversion Enlargement of Report Time Series Plot of Report Response What conclusions can be made from this chart? 3500 JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 29

30 Time-series-plot Conversion 30,000-foot-level tool usage Report 1 IEE Scorecard for Tool Usage Report 1 Individual Value JAN FEB MAR APL MAY JUN JUL I-chart axplot AUG SEP OCT NOV 1 DEC JAN UCL=6124 _ X=4907 LCL=3691 Percent Probability plot Normal Process values Mean 4907 StDev N 13 AD P-Value The process is not-predictable Action: Could investigate special-cause condition. Copyright All rights reserved. Smarter Solutions, Inc. ( 30

31 Time-series-plot Conversion Enlargement of Report Time Series Plot of Report Response What conclusions can be made from this chart? JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 31

32 Time-series-plot Conversion 30,000-foot-level tool usage Report 2 IEE Scorecard for Tool Usage Report 2 Individual Value JAN FEB MAR APL MAY JUN JUL I-chart axplot AUG SEP OCT NOV DEC JAN UCL=1895 _ X=1079 LCL= Process values The process is predictable The est. median is 1079 with 80% of the occurrences from to Percent Probability plot Normal Mean 1079 StDev N 7 AD P-Value Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 32

33 Time-series-plot Conversion Enlargement of Report Time Series Plot of Report Response What conclusions can be made from this chart? JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 33

34 Time-series-plot Conversion 30,000-foot-level tool usage Report 3 IEE Scorecard for Tool Usage Report 3 Individual Value I-chart JAN FEB MAR APL MAY JUN JUL axplot AUG SEP OCT NOV DEC JAN UCL=633 _ X=426 LCL= Process values The process is predictable since the last process change The est. median is with 80% of the occurrences from to Percent Probability plot Normal Mean StDev N 11 AD P-Value Understanding: Process change had occurred. Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 34

35 Time-series-plot Conversion Enlargement of Report Time Series Plot of Report Response What conclusions can be made from this chart? 100 JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 35

36 Time-series-plot Conversion 30,000-foot-level tool usage Report 4 IEE Scorecard for Tool Usage Report 4 Individual Value JAN FEB MAR APL MAY JUN JUL I-chart axplot AUG SEP OCT NOV DEC JAN UCL=519.6 _ X=300 LCL= Process values The process is predictable The est. median is 300 with 80% of the occurrences from to Percent Probability plot Normal Mean 300 StDev N 13 AD P-Value Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 36

37 Time-series-plot Conversion Enlargement of Report 5 Time Series Plot of Report Response What conclusions can be made from this chart? JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 37

38 Time-series-plot Conversion 30,000-foot-level tool usage Report 5 IEE Scorecard for Tool Usage Report 5 Individual Value JAN FEB MAR APL MAY JUN JUL I-chart axplot AUG SEP OCT NOV DEC JAN UCL=244.1 _ X=130.4 LCL= Process values The process is predictable The est. median is with 80% of the occurrences from to Percent Probability plot Normal Mean StDev N 13 AD P-Value Understanding: Appears that the response is from two distributions. Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 38

39 Time-series-plot Conversion Enlargement of Report 6 Time Series Plot of Report Report What conclusions can be made from this chart? 3500 JAN FEB MAR APL MAY JUN JUL AUG Month SEP OCT NOV DEC JAN What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 39

40 Time-series-plot Conversion 30,000-foot-level tool usage Report 6 IEE Scorecard for Tool Usage Report 6 Individual Value JAN FEB MAR APL MAY JUN JUL I-chart axplot AUG SEP OCT NOV DEC JAN UCL=6567 _ X=4897 LCL= Process values The process is predictable The est. median is with 80% of the occurrences from to Percent Probability plot Normal Mean 4897 StDev N 13 AD P-Value Action: Do nothing, unless prediction statement is unsatisfactory. Overall Observation: Better understanding and conclusions can be made from a 30,000-foot-level report-out about process performance and process improvement needs. Copyright All rights reserved. Smarter Solutions, Inc. ( 40

41 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 41

42 Percentages in a Table Conversion Current reporting Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD Wastage Notice how emphasis is given to the annual numbers; e.g., YTD What conclusions can be made from this chart? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 42

43 Percentages in a Table Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for Overall Wastage I-chart 8 Old Method 1 New Method Percentage Jan Feb Mar May Jun-13 4-Aug-13 Week 15-Sep-13 The process is predictable. The estimated performance is 4.3 percent wastage. 27-Oct-13 8-Dec Jan-14 9-Mar-14 UCL=5.489 _ X=4.343 LCL=3.198 Understanding: Process change had occurred. Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 43

44 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 44

45 On-time Delivery Graphic Performance Conversion Current reporting ON-TIME DELIVERY PERFORMANCE FOR YTD ON-TIME AVG = 70.1% > 2 Weeks Late >1-2 Weeks Late 1 Week Late On Time Goal = 80% 100% 80.0 % On Time What conclusions can be made from this chart? 0.0 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 45

46 On-time Delivery Graphic Performance Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for Data 20 I-chart of Mean I-chart of Std. Deviation Using Box-Cox Transformation With Lambda = Subgroup Mean UCL=5.50 _ X=-6.14 Ln Subgrp. Std. Deviation Dec-10 Apr-11 Aug-11 Dec-11 Apr-12 Aug-12 Dec-12 Subgroup Period Apr-13 Aug-13 Dec-13 LCL= Dec-10 Apr-11 Aug-11 Dec-11 Apr-12 Aug-12 Dec-12 Apr-13 Subgroup Period A natural log transform was applied to account for skewness of Std Deviations Aug-13 Dec Probability plot Normal Mean StDev N 156 AD P-Value <0.005 Understanding: Process change had occurred. Percent The current process is predictable. The est. median is with 80% of the events between and Data values in current stage Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 46

47 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 47

48 Product Service & Performance Percentage KPI Graphic Conversion Current reporting: What conclusions can be made from this chart? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 48

49 Product Service & Performance Percentage KPI Graphic Conversion A 30,000-foot-level report-out for this process is: IEE Dashboard for Service Non-Availability Transformed Value /7/2012 3/24/2012 I-chart Using Box-Cox Transformation With Lambda = /9/2012 8/25/ /10/ /26/2013 Weeks 4/13/2013 6/29/2013 9/14/ /30/2013 The process is predictable (2 out-of-control signals close to limits considered common-cause) The estimated peformance is 3.2 percent non-availability. 1 Understanding: Process has not improved. Action: Undertake process improvement effort if goal of 2.0 percent or less mean non-availability is desired. Copyright All rights reserved. Smarter Solutions, Inc. ( 49

50 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 50

51 Tabular Effectiveness Reporting Conversion Current reporting: DIVISION MONTH END OEE REPORTING JANUARY 2014 Plant 1 Line 1 Line 2 Plant 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8 Plant 3 Line 9 Line 10 Line 11 Line 12 Line 13 Line 14 Plant 4 Availability% 79.6% 65.1% 83.0% 78.3% 86.5% 82.1% 83.9% 85.5% 82.1% 82.8% 83.6% 92.6% 90.6% 82.3% 77.0% 72.9% 81.1% 84.3% Rate% QR 92.6% 93.9% 100.0% 98.4% 100.5% 99.4% 97.3% 91.6% 93.2% 99.3% 98.1% 80.8% 95.9% 94.5% 100.0% 86.1% 95.6% 92.8% Quality% 81.0% 90.0% 93.5% 92.6% 82.8% 87.0% 83.3% 93.2% 88.9% 91.2% 88.4% 93.3% 94.4% 93.9% 86.7% 86.9% 92.1% 92.3% OEE% 59.7% 55.0% 77.6% 71.3% 72.0% 71.0% 68.0% 73.0% 68.0% 75.0% 72.5% 69.8% 82.0% 73.0% 66.7% 54.5% 71.4% 72.2% OEE = Overall Equipment Effectiveness=(Availability)*(Performance)*(Quality) OEE = Overall Equipment Effectiveness What conclusions can be made from this table? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 51

52 Tabular Effectiveness Reporting Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for OEE Percentage Line % I-chart UCL=89.2% Individual Value 80.0% 70.0% 60.0% 50.0% 40.0% W1 W6 1 W11 W16 W21 W26 Week W31 W36 W41 W46 _ X=69.7% LCL=50.3% Understanding: Process is unstable. The process is not-predictable Action: Understand source for instability and resolve issue(s). Copyright All rights reserved. Smarter Solutions, Inc. ( 52

53 Tabular Effectiveness Reporting Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for OEE Percentage Line 1 Individual Value 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 1 1 W1 W6 W11 The process is not-predictable W16 I-chart 1 1 W21 W26 W31 Week W36 W41 W46 UCL=83.7% _ X=68.4% LCL=53.0% Understanding: Process was unstable and now appears stable. Action: Stage chart where stability seemed to occur. Look into what changed at this point in time. Copyright All rights reserved. Smarter Solutions, Inc. ( 53

54 Tabular Effectiveness Reporting Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for OEE Percentage Line % I-chart Individual Value 80.0% 70.0% 60.0% 50.0% 40.0% W1 1 W6 W11 W16 W21 W26 Week The process is predictable The estimated performance is an OEE rate of 70.3%. W31 W36 W41 W46 UCL=79.0% _ X=70.3% LCL=61.5% Understanding: Process change had occurred. Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 54

55 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 55

56 Graphical Annual Time-series Reporting Conversion Current reporting: A Company's Energy System SAIDI -YTD Normalized (Normalized Based on IEEE Op Co Storm Days) SAIDI(Minutes) OP Co YTD Results Region 1: Actual 13.16, Target 10.33, Diff Region 2: Actual 13.71, Target 10.99, Diff Region 3: Actual 19.57, Target 13.49, Diff Region 4: Actual 12.28, Target 19.01, Diff Current YTD Corp Target Current YTD Actual 2013 YTD Actual 2012 YTD Actual 2011 YTD Actual YTD March 2013: : : System includes all outages including secondary. Based on sustained outages only (> 5 minutes), Meter based Customer Counts Good What conclusions can be made from this chart? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 56

57 Graphical Annual Time-series Reporting Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for Transmissions SAIDI (Min. per Month) Transformed Value Jan-10 I-chart Using Box-Cox Transformation With Lambda = 0.00 Jun-10 Nov-10 Apr-11 Sep-11 Feb-12 Jul-12 Month Dec-12 May-13 Oct-13 Mar-14 UCL=1.490 _ X= LCL= The process is predictable The est. median is with 80% of the events between and Approx. monthly mean = min. (annual mean = min.) Percent Probability plot Lognormal Process values Loc Scale N 51 AD P-Value Action: Do nothing, unless prediction statement is unsatisfactory. Copyright All rights reserved. Smarter Solutions, Inc. ( 57

58 Example Conversions of Dashboard & KPI reporting to Predictive Statements Red-yellow-green Scorecard Conversion Table of Numbers Conversion Time-series-plot Conversion Percentages in a Table Conversion On-time Delivery Graphic Performance Conversion Product Service & Performance Percentage KPI Graphic Conversion Tabular Effectiveness Reporting Conversion Graphical Annual Time-series Reporting Conversion Failure Rate Bar Graph Report Conversion Copyright All rights reserved. Smarter Solutions, Inc. ( 58

59 120, , ,000 Failure Rate Bar Graph Report Conversion Current reporting: 103, ,791 97,274 Plant DPMU Plant Actual 104,815 Goal DPMU = defects per million units 90,000 80,000 78,608 85,344 79,574 74,294 84,334 70,000 60,000 50, Jan '14 Feb '14 Mar '14 Apr '14 YTD What conclusions can be made from this chart? What actions or non-actions should be taken? Copyright All rights reserved. Smarter Solutions, Inc. ( 59

60 Failure Rate Bar Graph Report Conversion A 30,000-foot-level report-out for this process is: IEE Scorecard for Plant DPMU I-chart Individual Value 120, , ,000 90,000 80,000 70,000 60,000 50,000 UCL=119,057 _ X=82,248 LCL=45,439 Understanding: Process has not improved and is not capable of achieving an average DPMU rate of 68,000 or less. 12/04 12/06 12/08 12/10 12/12 13/02 13/04 Month The process is predictable The estimated performance is per period. 13/06 13/08 13/10 13/12 14/02 14/04 Action: Undertake a structured process improvement effort, if this metric achievement is needed by the business. Copyright All rights reserved. Smarter Solutions, Inc. ( 60

61 Traditional Dashboard Conversion Discussion Additional discussion on each of the previous dashboard conversions is available Copyright All rights reserved. Smarter Solutions, Inc. ( 61

62 Creation of a 30,000-foot-level Report-out Within the IEE Enterprise Performance Reporting System (EPRS) software there is a Minitab add-in that provides 30,000-foot-level reporting as part of the EPRS automatic-metric-updating system. This 30,000-footlevel reporting Minitab add-in is also available as a stand-alone product, which is available at no charge. Copyright All rights reserved. Smarter Solutions, Inc. ( 62

63 Polling Question 2 What type of dashboard do you think should be used in organizations so that the most appropriate decisions are made? Red-yellow-green scorecards Table of numbers Time-series reporting 30,000-foot-level process performance reporting No performance metric tracking Don t know Copyright All rights reserved. Smarter Solutions, Inc. ( 63

64 Polling Question 3 How are strategic improvement projects or kaizen events chosen in your current or past organization? High-level management selects projects from a listing of business problems/processes that they think should be addressed or improved. Managers assign projects that they think should be undertaken. To make a metric s response better. Don t know. Copyright All rights reserved. Smarter Solutions, Inc. ( 64

65 Learning Objectives At the conclusion of this session, attendees should be able to Describe conversion of common-place dashboard and KPI reporting to a predictive statement; e.g., table of numbers, stoplight scorecards, and time-series report-outs. Describe how up-to-date 30,000-foot-level predictive metrics can be reported throughout an organization. Describe how to focus improvement efforts to those 30,000-foot-level metrics that benefit the enterprise as a whole. Copyright All rights reserved. Smarter Solutions, Inc. ( 65

66 Hospital IEE Value Chain Illustration Voice of the customer Sales and marketing Delivery of clinical services Invoice and collect Report financials Enterprise Process Management (EPM) IT Housekeeping Food service Patient transportation IEE = Integrated Enterprise Excellence A clickable Enterprise Performance Reporting System (EPRS) approach can integrate real-time predictive performance metrics with processes; i.e., Y=f(X). Copyright All rights reserved. Smarter Solutions, Inc. ( 66

67 Hospital IEE Value Chain Voice of the customer Enterprise Process Management (EPM) Sales and marketing IT Delivery of clinical services Housekeeping Invoice and collect Food service Report financials Patient transportation Functional metrics relative to quality, cost, and time Metrics: Delivery of Clinical Services Y Length of Stay Weekly errors per 1000 patients Y=f(x) Fixed costs Average daily census TOC variable costs Mortality Top Level Value Chain Repeat admission x Step B1 Step B2 Process: Delivery of Clinical Services No Start Step 1? Yes Step A2 Step A3 End Generic flowchart or value-stream map Copyright All rights reserved. Smarter Solutions, Inc. ( 67

68 Hospital IEE Value Chain Metrics: Delivery of Clinical Services Length of Stay Weekly errors per 1000 patients Fixed costs Step B1 Average daily TOC variable census costs Step B2 Mortality Top Level Value Chain Repeat admission Process: Delivery of Clinical Services No IEE Value Chain can be a repository for information, which describes what the organization does and how it performs. Start Step 1? Website Link Yes Step A2 Step A3 End PDF document, spreadsheet, etc. link Top Level Value Chain Step A2 Start Step A2.1 Step A2.2 Step A2.3 Step A2.4 End Copyright All rights reserved. Smarter Solutions, Inc. ( 68

69 Hospital IEE Value Chain Metrics: Delivery of Clinical Services Process: Delivery of Clinical Services Length of Stay Weekly errors per 1000 patients Fixed costs Step B1 No Average daily TOC variable census costs Step B2 Mortality Top Level Value Chain Repeat admission Yes Start Step 1? Step A2 Step A3 End Reporting Delivery of Services: LOS The process is predictable between subgroups and within subgroups. The estimated median of with 80% of the occurrences between to Comment: There are no comments. Copyright All rights reserved. Smarter Solutions, Inc. ( 69

70 Hospital IEE Value Chain Metrics: Delivery of Clinical Services Process: Delivery of Clinical Services Length of Stay Weekly errors per 1000 patients Fixed costs Step B1 No Average daily TOC variable census costs Step B2 Mortality Top Level Value Chain Repeat admission Yes Reporting Del. of Services: Weekly Errors Start Step 1? Step A2 Step A3 End The process is predictable. The estimated error rate is per thousand. Comment: Process improvement was made in week 30 where error rate reduced from approximately 48 to 11 per 1000 patients Copyright All rights reserved. Smarter Solutions, Inc. ( 70

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