Use of Six Sigma in Process Improvement

1
Use of Six Sigma in Process Improvement

• Barbara Sutch
• Six Sigma Black Belt
• Lake Hospital System

2
DMAIC

• Define identification of the problem
• Measure measurement of the problem
• Analyze identify the root of the problem
• Improve mitigating the root cause
• Control maintaining the gains

3
DMAIC or PDCA/PDSA?

• Define
• Measure
• Analyze
• Improve
• Control

• Plan
• Do
• Check/Study
• Act

4
DMAIC and PDCA

• Define
• Measure
• Analyze
• Improve
• Control

• Plan
• Do
• Check
• Act

The goal of both is to improve outcomes
5
Define

• Define is the single most important element of
  performance improvement
• Establish parameters before you begin
• Make sure all of your group or team are on the
  same page

6
Define

• What is the problem?
• When or how does it occur?
• Where does it occur?
• What is the extent?
• What is the impact?

7
DEFINE

• What are the cost benefits?
• Are there time constraints?
• Who will provide commitment?
• Is the data readily available?
• If not who will collect data?
• How long will data be collected?

8
Leadership

• Maintain commitment
• Keep the process visible
• Provide required support
• Maximize employee involvement
• Hold people accountable
• Listen to the VOC (voice of the customer)

9
(No Transcript)
10
(No Transcript)
11
(No Transcript)
12
Other tools

• Pareto diagrams
• Histograms
• Flow charts
• FMEA
• Threat vs. opportunity
• Priority payoff matrix
• Box plots
• Capability analysis

13
Six Sigma Day to Day

• Remember Define before starting
• Be sure that everyone is on the same page
• Graphs are your friends
• One picture is worth a thousand words!
• Be flexible

14
PITFALLS

• Dont allow yourself to be rushed into a project
  without clearly defining the parameters.
• Dont let projects drag on
• Loss of the team
• Get a deadline for when the project is needed

15
Six Sigma Lean

• Six sigma is data driven with success measured by
  financial improvement
• Difficult to establish relationship between
  clinical process and the bottom line
• Clinical process can be complex
• Clinical data is often difficult to collect

16
Six Sigma Lean

• Lean is designed to eliminate waste/muda
• Lean uses value stream mapping
• Identify value added vs. non value added
• Reduce non value added steps
• Deliver what a customer wants as soon as they
  have the need not before
• Perfection settling for less is not acceptable

17
Six Sigma Lean

• Both make use of quality improvement tools
• Both have what success will look like in a goal
  statement or a value stream map
• Both look at long term and short term goals
• Both consider the customers needs as a driving
  force

18
Voice of the Customer

• Listen to the voice of the customer
• Each step should be detailed and assessed for
  value to the customer
• Would they pay us to do this?
• Eliminate the unnecessary/dumb things that drain
  resources

19
In Closing

• Create good habits to sustain the change
• Assign responsibility
• Hold responsible people accountable
• Changing a culture takes time and constant
  reinforcement