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Presented by: Alora L. Brock, Master Black BeltPresented to: WCBF Lean Six Sigma in Healthcare Conference
Date: May 12, 2011
Cancer Treatment Centers of America Case Study: Lean Six Sigma Training and Development
About Cancer Treatment Centers of America
Our MissionCTCA is the home of integrative and
compassionate cancer care.We never stop searching for and providing
powerful and innovative therapies to heal the whole person, improve quality
of life and restore hope.
Our VisionTo be recognized and trusted by people
living with cancer as the premier center for healing and hope.
Discussion Objectives
• Explore the CTCA approach • Ensuring strategic alignment• Developing and optimizing your Lean
Six Sigma T&D program• Deployment Tactics• Lessons Learned
Strategic Alignment
VisionTo have a fully integrated Lean Six Sigma philosophy across the
enterprise, through empowered Stakeholders that deliver exceptional results and consistently strengthen the Mother
Standard® Model of Care.
MissionTo enable and empower all CTCA Stakeholders with world-class
Lean Six Sigma strategies and methodologies in order to inspire process innovation and drive the delivery of a superior patient
experience in the most effective, efficient and responsive manner possible.
Training and Development Model:• Embed the expertise within the hospitals
• Centralized LSS group provides training and facilitates enterprise events
• Phase I goal was to quickly involve 20% of stakeholders within all departments at all levels for the approach to take root• Three pronged approach: A3, Kaizen, Green Belt
Lean Six Sigma at CTCA
"I cannot teach anybody anything, I can only make them think." - Socrates
Strategic Deployment
Scoped and Prioritized LSS Projects
VOC
SMART Goal of Impact
Kaizen Bursts
3 Year Objective
Annual Objective
Critical Issue
CTCA Strategic Planning Process Value Stream Mapping Event
CTCA LSS Deployment Tactics
A3 Performance ImprovementSM
• Continuous Incremental Improvement• High Volume• Focused on Lean tools
Kaizen Event• 2-5 day facilitated rapid improvement event• Breakthrough results• Focused on key business value streams
LSS Green Belt• Direct link to strategic plan• 4 month cycle time• High Impact
LSS Knowledge Transfer
"What I hear, I forget. What I see, I remember. What I do, I understand.”
- Confucius
LSS Knowledge Transfer
• Green Belt instruction and coaching support• Complex data analysis• Enterprise kaizen facilitation• Strategic Planning
CTCA Stakeholders
Site LSS Expertise
Central LSS
• A3 instruction and coaching support• Local kaizen facilitation• Green Belt Program support• Strategic Deployment
• Project work - results• Project Leaders• A3 coaching support• Strategy Execution
CTCA LSS Curriculum
• A3 Performance ImprovementSM Program• Lean Six Sigma Green Belt Course
• Executive Champion Training• Lunch and Learn Sessions• Kaizen Facilitator Training
A3 Performance ImprovementSM
• Foundational Offering• Fosters a culture of Lean Thinking and “Learning
to See”• 8 week course (2 hour class per week)• Typically 20 participants per offering• Learn by doing• Lean tool training and application• Projects focused on incremental improvements• Projects typically stem from VOC information and
pain points
A3 Performance ImprovementSM and DMAIC
LSS Green Belt Program
• Specialized Offering• Participants selected based on established criteria• Average class size: 8-10 students per year• 11 days of class time over a four month period• Learn by doing• DMAIC methodology with both Lean and Six Sigma
tool application• High impact projects• Projects directly support strategic objectives• Involves extensive mentoring and coaching• Physician program
Program Support Courses
A3 & GB
ExecutiveChampion
Sponsor
Lunch and
Learns
Project Mgmt
Kaizen Facilitator
Coach
Strategy Deployment Example
3 yr Obj: NPS 95%
Annual Obj: NPS 93%
Critical Issue: Quality/Value
According to our Patient Loyalty data, scheduling is one of the top concerns for patient dissatisfaction across the enterprise. There were 214 complaints, suggestions, inquiries and grievances for the period of July 2009 to February 2010, related to scheduling.
Problem Statement:
SMART Goal Statement:Reduce the number of patient complaints related to scheduling by
50% by July 1, 2010.
Key Indicators of Success
• Patient Loyalty– Net Promoter Score: 94.4
• Post Graduate Projects• Contribution to CTCA Growth
– 50% of FY11 Growth due to Enterprise Kaizen activity
• Net Financial Impact
LSS Program Net Benefit
CTCA LSS Program Net Financial Benefit
$-
$5,000,000
$10,000,000
$15,000,000
FY07 FY08 FY09 FY10
Fiscal Year
CostBenefit
$900k $2.4M $12.3M$12.6M
Start Up Net Benefit Example
• Actual example of a partner hospital applying the same model.
Hospital X CTCA T&D Model Year One Impact
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
1
CostSavings
$5M Net Benefit
Lessons Learned
σ Leadership support must be active, not passiveσ If you do not have leadership support, then you are not selecting
the right projects or are not deliveringσ Focus on early successes and supportive departmentsσ Do not limit yourself to one deployment tacticσ Self sustainability goal of 2 years from program implementationσ Utilize existing structures to integrate your programσ Maintain flexibility in adoption styles and delivery methodsσ Select the tools that fit your organizationσ Don’t get lost in the details of mechanicsσ Training programs without direct ties to organizational goals and
objectives are resource drainers and resume buildersσ Learning styles varyσ Change Management is key to sustainability
The Future of LSS at CTCA
• Are your results tied to key strategic drivers?• Do your employees understand how your LSS
program supports the Mission for your organization?• What deployment tactics are utilized as part of your
LSS program and supported via training?• What is currently working? What isn’t?• Is your program showing a return on investment?
Key Takeaways
For more information please contact:Alora Brock
© 2011 Rising Tide
Thank You! Questions?
