Lean Six Sigma and Process Improvement in Healthcare SummitJennifer Smith, Director of Lean Six SigmaMay 11, 2011

Tying Lean Six Sigma Project Work to Strategy

Overview

• Welcome and CTCA Overview• Strategic Planning Activity

– Strategic Pillars– Impact/Implementation Tool– Project Scoping

• Lean Six Sigma Strategic Plan and Project Portfolio

• CTCA Results• Q&A

Objective

• Understand how Lean Six Sigma can strategically drive patient-focused and business results through your Lean, Quality, and Process Improvement initiatives

Our MissionCTCA is the home of integrative and

compassionate cancer care.We never stop searching for and providing

powerful and innovative therapies to heal the whole person, improve quality

of life and restore hope.

Our VisionTo be recognized and trusted by people

living with cancer as the premier center for healing and hope.

Cancer Treatment Centers of America®

CTCA specializes in treating complex and advanced stage cancers

Lean Six Sigma at CTCA

VisionTo have a fully integrated Lean Six Sigma philosophy across the enterprise, through empowered Stakeholders

that deliver exceptional results and consistently strengthen the Mother Standard® Model of Care.

MissionTo enable and empower all CTCA Stakeholders with world-

class Lean Six Sigma strategies and methodologies in order to inspire process innovation and drive the delivery

of a superior patient experience in the most effective, efficient and responsive manner possible.

The Essence of Lean

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!

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Strategic Planning at CTCA

• Our entire strategy lives in one simple concept: putting the patient at the center of everything we do.

• Strategic components include:– Driving Force– Business Concept– Areas of Excellence– Current vs. Future Profile– Strategic Filters– Critical Issues

Strategic Planning for Lean

• Begin with CTCA Pillars and Critical Issues– Quality– Growth– Productivity– Talent

• Supplement with ideas of excellence from outside sources– Baldridge National Quality Program– The Shingo Prize for Operational Excellence

• Strengths/Weaknesses/Opportunities/Threats• Develop 3 year Strategic Plan

– Focus on tactical plan for year 1– Establish Patient Quality and Financial Goals

Goal Setting

• Lean Six Sigma Strategic Plan includes specific goals for the organization—by year/by hospital– Organizational Development: Train and Certify 85% of

stakeholders in A3 Performance ImprovementSM and at least 12 new LSS Green Belts per hospital

– Quality/Patient Experience: Align with Pillars and Critical Issues to support initiatives such as Reducing Patient Falls, Streamlining Flow in the new Patient Empowered Care Clinic, etc.

• These issues will always have a place in the plan, but they may change based on regulatory need or hospital-specific issues

– Financial Goals: Convert1.6% of gross revenue to profit (bottom line impact) through Lean Six Sigma initiatives

• Build up to 1.6% year over year (1.6% in year 3)• Back into this number based on total activity/projects

Activity

• Pretend you are the Director of Lean Six Sigma at CTCA’s newest hospital in Newnan, Georgia– On your table, there is an envelope with the following materials

• CTCA Pillars Handout• CTCA Project Scoping Handout• 5 real CTCA projects• Impact/Implementation Grid• Post-It Notes

– Review the projects and use the Impact/Implementation grid to prioritize projects

– Group Discussion– Project Selection and Implementation Planning

Project PrioritizationIm

pact

Implementation

High

Low

Easy Difficult

Project Scoping

• The Lean Six Sigma program at CTCA uses 3 main tools for project scoping (please refer to the Project Scoping Handout)– A3 Performance ImprovementSM

– Green/Black Belt Projects– Kaizen Events

• Some project ideas may fall into “other” categories– Project Management, “Management 101”, Just Do It

• This is where Strategic Planning and Project Selection meet– How can these projects help my hospital reach their patient and business

objectives?

Project Selection and Prioritization

CTCA FY10 Results

• Total Stakeholders A3 or Green Belt Certified: 468• Patient Wait Time Eliminated: 53,816 Hours• NVA Stakeholder Time Eliminated: 76,487 Hours• Net Impact: $13,748,782