Healthcare Performance Group

Lean Process Improvementand

Value Stream Mapping

Clayton State University

Kelley Hundt

Paul Todd

Healthcare Performance Group

• Defining, identifying, and eliminating waste of time and resources

• Using the scientific method to make improvements

• A strategy for decreasing the time from concept to implementation

• 10% Tools, 90% People

What is Lean Enterprise?

Healthcare Performance Group

Definitions

• Value Added Activities (MAXIMIZE)– Activities that transform a product or service into the end-

state.

• Non Value Added Activities (MINIMIZE OR ELIMINATE)– Activities that DO NOT transform the product or service

into the end-state.– Regulatory activities that take time away from completing

student focused tasks.– Your headaches!!

Healthcare Performance Group

• Defects – Errors and Rework• Overproduction – Making more than needed; duplication

of services/software/solutions owned by the University• Waiting – Deciding, Inadequate Information, Interruptions• Non Using Ideas – Unshared Knowledge• Transportation – Moving Information, Equipment• Inventory – Supplies or Students• Motion – Searching and Traveling• Extra Processing – Variation, Repetition, Ineffective

Policies

Muda = 8 Wastes

Healthcare Performance Group

What is a Value Stream Map?

• All activities related to efforts to identify and integrate technologies into courses.

• The team is made up of faculty and staff that deal with the process and “headaches” every day.

“Win small, Win early, Win often”

Healthcare Performance Group

Value Stream Map Agenda

• Training on Lean Principles• Develop the “Before” Picture of Process• Observe the Process: Go to the “Gemba”• Data Analysis of the Process: Lead-time vs. Process

Time• Brainstorm on Improvement Idea• Develop the “Ideal” Process• Prioritize Ideas • Define Projects• Develop an “Action” List• Presentation to Leadership

Healthcare Performance Group

Goals & Objectives

Goals1. Develop a standard approach to:

– Create a transparent process providing reliable access to data, decisions, and performance measures regarding IT budgets, policies, and services to support IT project requests made by the Academic IT Committee.

– Provide clear direction and communication regarding policies and procedures to implement IT projects at Clayton State.

– Identify training, support, and budget (one-time and ongoing) to successfully implement the technology.

2. Create a reusable method to apply to other process problems

Objectives:• Map the current processes involved from idea conception to full

implementation noting the values added, subtracted for each process and group involved.

• Develop a vision of the most optimal processes to include in the Information Technology Council and the newly formed Academic IT committee.

• Develop a measured approach to transition to that vision.

• Implement the plan.

Healthcare Performance Group

VA, NVA & ENVA

Non-Value Added , 67%

Essential Non-Value Added ,

22%

Value Added , 11%

Emergency Dept. Example

Healthcare Performance Group

Current State Map

Process Lead-times:

New to Resume Submitted4 days avg. (range 0-36 days)Resume Submitted to Interview 7 days avg. (range 0-59 days)Interview to Offer 5 days avg. (range 0-21 days)Offer to Background Complete 6 days avg. (range: 0-34 days)Background to Orientation Complete 16 days avg. (range: -7- 43 days)New to Orientation Complete 37 days avg. (range 9-80 days)New to “Hired” 28 days avg. (range 2-59 days)

Healthcare Performance Group

Team Observations

• Process varies greatly on a location by location basis

• Multiple phone calls (asking the same questions) to candidates prior to the interview

• Applicants get “lost” in the process

• Incorrect submission of New Hire paperwork

• Difficult to get Employee ID for Mosby training – some locations get it early, others don’ts

• Some locations “un-hire” 25% of new hires during the orientation

Healthcare Performance Group

Brainstorming

Healthcare Performance Group

Future State

Projected Process Lead-times:

New to Resume Submitted1 day avg. Resume Submitted to Phone Screen 2 days avg.Phone Screen to Assessment Center 4 days avg.Assessment Center to Cont. Offer 1 days avg.Cont. Offer to Orientation Start 7 days avg. Orientation Start to Orientation Complete 2 days avg.

Projected Total Lead-time 17 days avg.