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
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Reed Morgan RSS Coordinator, NYU Post-Graduate Medical School 212.263.8153
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Samantha Phillips Exhibits Coordinator, NYU Post-Graduate Medical School 212.263. 2885
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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 3
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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Driving Process Innovation with Lean Six Sigma: The NYU Success Story
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NYU: Where Were We? December 2011
Injury
Redundancy
Employee Frustration
Uncollected Debt
$65,000 6
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
83%!
No Uncollected Debt
Incorporating Interprofessional Education in CME 9
Lean Six Sigma The Perfect Union
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Lean Concept • Eliminate Wastes • Anything that the customer is not willing to pay for “Process improvement methodology that eliminates wastes”
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Six Sigma Concept • Quality • Consistency • Quality and cost of business inversely related
Quantitative process improvement methodology that targets to eliminate defects and increase process consistency. 12
Lean Six Sigma The Union
No Wastes
Lean
+
No Defects
Six Sigma
=
Better Faster Cheaper Process Lean Six Sigma
“Quantitative set of tools and techniques to eliminate defects, wastes and increase process consistency and customer satisfaction” 13
Lean Six Sigma Model for Business Process Excellence
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Lean Six Sigma The five steps: DMAIC Define
Control
Improve
Measure
Analyze
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Case Study
Please follow along with the case study you have been provided
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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
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Charter Summary For:
Project Mission:
Project Dates:
Champion: Background/Problem Statement: Sponsor:
Team Leader(s): Objectives: Team Members:
Project Scope:
Monument(s):
Supportive Leadership:
Subject Matter Experts: A: F
B: G:
C: H:
D:
E:
Black Belt(s):
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
Specific Measureable Achievable Realistic Time-bound
Champion: Danielle Milbauer and Raja Venkata Akunuru
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Step 2: Measure Map it, Map it and Map it!
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DMAIC: Measure
Start
Gather relevant stakeholders Use appropriate process mapping tools
Pain point
Map the current process
“Measure” the process baseline Sto p 22
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
Yes
Proceed
No Collect more information
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DMAIC: Measure Metrics Are Measured Amount of Time Spent: 70 minutes Number: 40 courses per year Total Amount Per Academic Year:
2,800 minutes or 5.83 business days
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Step 3: Analyze The devil is in the details.
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DMAIC: Analyze Value Added (VA)
Would the customer be willing to “pay” for this?
NonValue Added (NVA)
Waste! Refer to “Lean Six Sigma: 8 Wastes”
Required NVA
Can you complete the process without this step? 27
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 Valueadded steps in mind • Start from scratch • Forget about constraints!
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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
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Step 5: Control Remember Murphy’s Law.
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DMAIC: Control
We need to fix this!
Today
Change
6 months later
People Process Systems Customer requirements Business drivers 36
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
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Questions?
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