Download - Lean Process Improvement and Value Stream Mapping

Healthcare Performance Group

Lean Process Improvementand

Value Stream Mapping

Clayton State University

Kelley Hundt

Paul Todd


• 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?


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!!


• 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


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”


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


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.


VA, NVA & ENVA

Non-Value Added , 67%

Essential Non-Value Added ,

22%

Value Added , 11%

Emergency Dept. Example


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)


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


Brainstorming


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.