State of New Hampshire Lean Continuous Process Improvement · Current Condition/Problem Statement...
Transcript of State of New Hampshire Lean Continuous Process Improvement · Current Condition/Problem Statement...
State of New Hampshire Lean Continuous Process Improvement
Introduction and Overview
Presented by:
Kate McGovern, Department of Administrative Services
and
Heather Barto, Department of Health and Human Services
October 20, 2016
Objectives
� Describe the Bureau of Education and Training’s model for Lean within New Hampshire's public and non-profit sector.
� Report on the use of Lean process improvement techniques in a range of State agencies and non-profit organizations, including the delivery health and human services.
� Discussion � The linkage between Lean training, Lean projects, and
the development of a Lean Network as a community of practice.
� Potential opportunities for joint projects between State agencies and health care organizations?
What Is Lean Continuous Process Improvement?
� Lean is an organizational improvement philosophy and set of tools and methods that originated in manufacturing but has been expanded to government and service sectors.
� Lean enables government agencies to work more effectively and efficiently to serve the citizens, while protecting human health and the environment, by identifying and eliminating waste in government processes.
NH Bureau of Education’s Lean Training Model
� Introduction to Lean and basic overview, typically provided to leadership and management
� Uses a Lean project while learning the tips and formal process of Lean at the same time
� Training for Lean facilitation of events
� Advanced training for Lean Practioners, includes theory and practice, systematic approaches, and culture champions
State of NH’s Lean Secret Lean Formula ☺☺☺☺
� Bureau of Education and Training +
� Supportive agency leadership for practice and
implementation of Lean +
� Lean Executive Committee +
� Lean Network Meetings +
� Lean Practioners “telling the story” +� Mentoring/continuing education & training
= A comprehensive Lean formula
Cumulative Growth of Lean Deployment in NH Government
AgenciesLean Projects
0
50
100
150
2009 2010 2011 2012 2013 2014 2015
5 6 8 11 14 16 16
13 2641
67
96
126148
NH Lean NetworkA Community of Practice – All are
welcome!
� Annual Lean Summit
� Quarterly Network Meetings
� http://Lean.nh.gov
Lean Executive Committee (LEC)
� Lean coordinator of each state agency
� Representative from Governor’s staff
� Collaborative leadership model
� Plans Lean Summits and Lean Network events
� Meets 1st Wednesday of each month
� Identifies opportunities for cross-silo Lean events
John MacPhee, LEC Co-Chair
addressing the 2013 Lean Summit
DoIT Commissioner Denis Goulet provides
opening remarks at Lean 2016 Summit
Governor Maggie Hassan recognizes the Dept. of Revenue for their Lean project at the Lean 2013 Summit
Attendees at the Lean 2014 Summit
Governor John Lynch with
panelists at the Lean 2012
Summit
Showcasing Lean
in State Government
Lean Black Belt Class of 2015
Front row left to right: Danielle Fuller, Sharyn Goddard, Diane Dawson, Heather Barto, Jill Fournier, Michelle Marshall, Mike Moranti (Professor)
Middle row left to right: Roberta Emmons, Angela Linke, Dagmar Vlahos, Tyler Brandow, Paul Raymond
Back row left to right: Thomas Lambert, and Todd Ringelberg
Missing: David Jenkins and Laura Holmes
Lean Works!
�Defects – typos, missing
data, errors
� Overproduction – Extra copies, reviews, signatures
�Waiting – approval cycles, missing information
�Non-utilized/underused
employees – front line employees who are process experts
�Transportation – report
routing for approvals
� Inventory – backlog of work,
emails needing responses
�Motion – trips to copier, file
cabinets, meetings
�Excess processing –
multiple reviews, approvals
Examples of waste identified with Lean methods:
What are the benefits of Lean Continuous Process Improvement?
� By using Lean tools, an organization may:
� Eliminate or dramatically reduce wait times or back logs
� Reduce costly errors
� Improve stakeholder satisfaction
� Streamline business operations; simple and complex
� Save time and reduce frustration from a “broken process”
� Enhance process transparency to internal and external audiences
� Reallocate critical resources for mission supporting work
� Improve staff morale and teamwork
Lean Methods Continued
� A3� On 11x17 piece of paper, this format is used to depict the problem identification and solutions
� Concisely communicates continuous improvement activities in this format.
Background Target Condition/Goal Statement
Describe the problem and indicate how it affects business. Use data whenever possible
Indicate what you are trying to achieve and by when. Predict the expected improvement, specifically and quantitatively
Current Condition/Problem Statement
Indicate the magnitude of the problem on a qualitative scale. Use graphics if possible.
Implementation Plan
List of actions that will be taken and by whom and by when.Root Cause Analysis
Why are we experiencing this problem? Dig deep to find the root cause using Pareto diagram, fishbone diagram or 5 why’s analysis
Follow-Up
How will the effectiveness of the improvement be measured and by whom?
Questions Used in Lean
� What value is added for the customer?
� Does this save us time, money or something else?
� How does this change our current process?
� How can we streamline Lean work into our business?
� What tool is appropriate to use in the Lean analysis?
� What is our baseline data measurement?
� How do we explain this process to someone that is not close to it?
Lean Application in State of NH Gov’t
� Adjutant General
� Administrative Services
� Banking
� Corrections
� Cultural Resources
� Employment Security
� Environmental Services
� Information Technology
� Insurance
� Judicial
� Labor
� Health & Human Services
� Lottery
� Public Utilities Commission
� Resources & Economic Dev.
� Revenue
� Safety
� Transportation
� University of NH
� University System of NH
DHHS Lean Examples:
Women Infants Children Program Management Tool
Infectious Disease Program
Lyme Disease Surveillance System
DHHS Lean Example: Emergency Preparedness
Lean results: an emergency preparedness plan template, clear review structure, group email account, training staff on common terms, protocols, etc.
DHHS Lean Example: Hospital Billing and Reimbursement
Lean Results:Significantly increased reimbursement revenue, by 6% ($800,000) for calendar year 2012,
reduced insurance payment denials, shortened billing & reimbursement time, resolved
prior authorization confusion and delays, added transparency, and employee satisfaction
increased
Final Thoughts on Lean
� Lean works because it’s simple, digestible, and requires group participation
� Lean trained professionals have a unique skill set that is marketable to
employers
� Lean thinking happens every day in every setting; healthcare is using and
has massive potential for Lean application for lowering costs and reducing
medical errors and business challenges
� Lean trained staff get promoted!
For more questions please contact:
Kate McGovern, MPA, Ph.D, Lean Black Belt
Adjunct faculty, Bureau of Education & Training
603-271-1429
Heather Barto, MS, Lean Black Belt
Administrator, Medicaid Managed Care
603-271-9788
Thank you for your time!