11

Aultman HospitalAultman Hospital

22

AultSigmaAultSigma

A Modified A Modified Six Sigma Six Sigma

ImplementationImplementation

Aultman HospitalAultman Hospital

Bill ExpositoBill ExpositoDirector, Process ImprovementDirector, Process Improvement

33

ObjectivesObjectives

A Little Bit About Aultman HospitalA Little Bit About Aultman Hospital

Aultman’s Six Sigma JourneyAultman’s Six Sigma Journey

Six Sigma a Modified ApproachSix Sigma a Modified Approach

Program PaybackProgram Payback

44

About AultmanAbout Aultman

Located in Canton, OhioLocated in Canton, Ohio

682 Bed Teaching Hospital682 Bed Teaching Hospital

Over 450 Physicians On Staff Over 450 Physicians On Staff - 93% Board Certified - 93% Board Certified

Leading Healthcare Provider Leading Healthcare Provider in Five County Areain Five County Area

Very Cost ConsciousVery Cost Conscious

AultCareAultCare

55

The State of QI in The State of QI in HealthcareHealthcare

What I Learned In Moving From What I Learned In Moving From Manufacturing to HealthCareManufacturing to HealthCare

Ten Years Or More Behind The Quality MovementTen Years Or More Behind The Quality Movement

QA DepartmentsQA Departments

QI Consciousness - LowQI Consciousness - Low

Process Complexity - HighProcess Complexity - High

We Need to Improve Our Processes to SurviveWe Need to Improve Our Processes to Survive

66

Aultman and the Jack Welch PhilosophyAultman and the Jack Welch Philosophy

Benchmark Visit to Waukesha, WIBenchmark Visit to Waukesha, WI

Six Sigma – A Good Fit!Six Sigma – A Good Fit!

Executive Level TrainingExecutive Level Training

Aultman’s Aultman’s Six Sigma JourneySix Sigma Journey

77

Getting StartedGetting Started

Ed Roth & Mikel HarryEd Roth & Mikel Harry

““Most Of The Low Hanging Fruit Is Gone”Most Of The Low Hanging Fruit Is Gone”

Aggressively Attack Process IssuesAggressively Attack Process Issues

Keep Training and Staffing Costs to a MinimumKeep Training and Staffing Costs to a Minimum

Can We Modify Six Sigma to Meet Aultman’s Can We Modify Six Sigma to Meet Aultman’s Needs?Needs?

88

Why Modify a Good Thing?Why Modify a Good Thing?

80/20 vs. 60/480/20 vs. 60/480% of the waste comes from 20% of the business80% of the waste comes from 20% of the business

> 60% of the waste comes from 4% of the business*> 60% of the waste comes from 4% of the business*

Narrow The FocusNarrow The Focus

Don’t Try to Implement Six Sigma EverywhereDon’t Try to Implement Six Sigma Everywhere

Simplify The ImplementationSimplify The Implementation

* From “Six Sigma Simplified” by Jay Arthur

99

AultSigma?AultSigma?

Tailored to Meet Aultman’s NeedsTailored to Meet Aultman’s Needs

Customer FocusCustomer Focus

Project FocusProject Focus

Reduction of Defects & VariationReduction of Defects & Variation

Sustainable ChangeSustainable Change

AultSigma Project LeadersAultSigma Project Leaders

1010

StructureStructure

CEOCEO

Executive VP’s (Project Sponsors)Executive VP’s (Project Sponsors)

Project SelectionProject Selection

Process OwnersProcess Owners

Management and Employee EducationManagement and Employee Education

1111

Growing PainsGrowing Pains

Personnel SelectionPersonnel Selection

Six Sigma TrainingSix Sigma Training

Haven’t We Done This Before?Haven’t We Done This Before?

Don’t We Already Have a QA Department?Don’t We Already Have a QA Department?

Getting Executives OnboardGetting Executives Onboard

Process OwnersProcess Owners

Management Awareness TrainingManagement Awareness Training

Lean TrainingLean Training

1212

Effective StrategiesEffective Strategies

Active Participation of Senior ExecutivesActive Participation of Senior Executives

Selecting The Right Full-time PeopleSelecting The Right Full-time People

Project ReviewsProject Reviews

Training SuccessesTraining Successes

Starting Out With Small Scale “Winners” Starting Out With Small Scale “Winners”

Focus on Major ProcessesFocus on Major Processes

Change Management TrainingChange Management Training– Q x A = EQ x A = E– CAP & Work-outCAP & Work-out

1313

Return On InvestmentReturn On Investment

Training CostsTraining Costs

Yr 3 Accum. CostYr 3 Accum. Cost

Yr 3 Accum. SavingsYr 3 Accum. Savings

$560,000

$175,000

$5,500,000

1414

Surgery Room UtilizationSurgery Room Same Room StaffingSurgery Room Inventory ProcessED Treat and Released Patients (Turnaround Time)ED Treat and Admitted Patients (Turnaround Time)Medical Records Chart Assembly ProcessMedication AdministrationBed Management ProcessClinical Work RedesignChest Pain Center EKG & Perfusion TATRadiology Process Mapping Central Supply Inventory ProcessHeart Lab Ordering/Inventory ProcessPharmacy Outpatient Charge Capture Postage Expense ReductionEnergy Efficiency and ConservationDischarge DelaysPayroll ProcessRevenue Processes

Heart LabRadiology Special ProceduresRadiology OncologySame Day Surgery

AULTSIGMA PROJECTS

1515

Moving ForwardMoving Forward

Replace BlackbeltsReplace Blackbelts

Training GreenbeltsTraining Greenbelts

Network HospitalsNetwork Hospitals

Employee EducationEmployee Education

1616

AultSigmaAultSigma

A Modified A Modified Six Sigma Six Sigma

ImplementationImplementation

Aultman HospitalAultman Hospital