Lean Six Sigma with Akron Children s Hospital

Transcription

1 Lean Six Sigma with Akron Children s Hospital

2 Lean at Akron Children s Hospital Eight people dedicated to leading and coaching other employees to lead process improvement efforts throughout the organization and promoting operational excellence Largest independent pediatric provider in northern Ohio 2 hospital campuses 90 locations offering primary care, specialty services and urgent care 5,500 employees 1

3 What Lean Six Sigma? Lean is a culture of continuous improvement aimed at identifying and eliminating waste All work processes must be controlled, constantly modified, and improved by the people who do the work Lean is about PEOPLE! 2

4 Partnership with ACRFB Bringing A3 and Green Belt training to our partners Customizing to fit their needs Showcase to the community 3

5 A problem solving methodology 4

6 Focus on the Wastes Defects Over production Waiting Non-utilization of skills or resources Transportation Inventory Motion Excessive processing 5

7 Defects Work containing errors, mistakes or lacks something necessary Examples Incomplete or incorrect agency orders Receiving product incorrectly: errors in recording case count, weight, etc. Missing documentation from a partner or client file Putting something in the wrong location Bottom line: Anything occurring in the process that prevents the process from being completed with 1 st time quality 6

8 Overproduction Producing more than the customer needs right now Examples Processing more repacked product than needed Purchasing and storing more supplies than can be used in a reasonable period of time or when unnecessary to secure best pricing Scheduling unnecessary/ unwanted meetings/ trainings Reporting of unused/ unneeded data Making extra copies that are unnecessary 7

9 Waiting Idle Time Examples Pickers waiting to have a fellow picker audit their order Delayed delivery of expected/ needed paperwork such as receipts, invoices, bills of lading, etc. Scheduled deliveries arriving late Volunteers waiting for new projects to be set up 8

10 Not Utilizing skills or resources Underutilizing the abilities of people Examples Staff and volunteers with skills that are under-utilized or not used at all Not seeking to maximize partnership opportunities with donors or vendors Not maximizing benefits of the available technology Not asking all employees or volunteers to be engaged in trying to improve the processes in their work areas 9

11 Transportation Movement of anything that does not add value Examples Sharing paperwork/ reports that are unused or unnecessary Moving supplies or materials multiple times because of lack of ample and accessible storage space Moving a product multiple times because it does not have an assigned location Making multiple trips 10

12 Inventory More on hand than needed right now Examples Extra forms printed for that just in case moment Ordering more print materials/ marketing materials than can be reasonably used before they are outdated Packed storerooms/ lack of storage Squirreled away supplies Spare equipment 11

13 Motion Excessive movement of people that does not add value Examples Process requires more people than necessary to complete start to finish Warehouse not laid out an order that supports flow Distribution staff having to deliver pallet tags to receiving dock Repeatedly reviewing manuals/ SOP s to determine/ review standard work 12

14 Excessive Processing Redoing, Revisiting, Repeating, Repeating, Repeating Examples Duplicating work already done by someone else Having to make repeated calls to receive information Having to redo or duplicate intake forms 13

15 Small Group Exercise Do you experience any of the 8 wastes? 14

16 Empowering Staff Susan wanted to fix the problems with supplies in Mahoning Valley 15

17 Pre-Project Items in this storage area that didn t belong: Broken chair & toy, trash, unusable equip, unknown supplies Items aren t labeled Employees can not find supplies Deliveries are delayed 16

18 Project She defined the problem and set a goal Created a process and captured the wastes Analyzed to the root cause of the problem And then set out on making improvements 17

19 Post-Project Area was 5S ed Sort Set-in order Shine Standardized Sustain (Safety) Staff Comments: I can t believe the difference It s so easy to find stuff now Delivery defects dropped from 40% 10%!!! 18

20 Reach out and Read Background Statement: The Reach Out and Read program receives and distributes books to our ACHPs and the community filtered through the ROR book room housed in External Affairs. Problem Statement: When a book request is made the ROR Program Coordinators do not have an immediate useable inventory of books to dispense. This results in a longer turn around time to get resources out to the requestor Created new holding area for newly received books 4 Created new sorting space for books Resulting in a clutter free area making it easier for more than one coordinator to get book requests ready and faster. 19

21 Lean Six Sigma Projects at Akron Children s Hospital Visual Management can be used in office environments to improve flow of paperwork Colored dots on printer trays correspond same colored dots on cabinet where paper is stored. This helps staff fill-up the printer quicker as the dots guide a person to the spot they need to go. 20

22 Results from Lean methodology at Akron Children s Hospital $20,000,000+ of direct impact $7,000,000+ of indirect impact 57,000+ hours of non-value added work removed 51,000+ days of patients waiting on something from the hospital removed 139,000+ days of waiting to get into an appointment removed 21

23 Green Belt Project Initially, lots of motion and inventory waste 93 days from start to finish 22

24 People who do the work improve it 93 days is too much, we need to improve our flow 23

25 Lead Time improved to move goods through warehouse from 93 days to just 1 day that s more food going to those that need it rather than getting damaged or expired while in the warehouse and improved nourishment may lead to better health. 24

26 Benefits More communal volunteer experience Easier for volunteers to jump in and help Extra space for new projects Saves time sorting items Better delivery to our partners 25

27 Why are we doing this? A hospital is part of a larger community building a stronger Akron is good for Akron Children s Hospital The people served by our partners are our patients too! Fits in with the concept of Community Health Become better coaches through external projects 26

28 Questions? Thank you! 27