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Biography – Jennifer Ralston• Jennifer Ralston is the Health Care Subject Matter Expert for The Quality Groups Master Champion Network. Ralston
is a Multifaceted Manager with unique blend of experience in quality, process improvement, process engineering, regulatory, pharmaceutical, quality auditing, software quality, project and program management, change management and lean six sigma.
• Ralston has worked with American Red Cross Bio Medical Services Headquarters and Organ Transplant Team, United States Postal Service (USPS), the Naval Yard, Genentech part of the Roche Family, The Project Management Institute (PMI), Merck Pharmaceuticals, The Army, Reston Hospital, The National Security Agency (NSA), American Association of Blood Banks (AABB), Medical College of Virginia, University of Maryland Medical System, Georgetown University Cellular Engineering, Department of State, and iJet Travel Intelligence. She has presented Quality Concepts to places such as the University of Cairo in Egypt, conducting an International Audit of the Vascera, in Cairo, Egypt in 2001. This was a unique opportunity to teach regulatory concepts to a pharmaceutical company overseas. Ralston has also won the American Red Cross Spirit of Excellence Award, which is an award for individuals that achieve major results.
• During her time working for American Red Cross, Jennifer was the Director of Process Improvement for Biomedical Services at American Red Cross National Headquarters. She is a certified Master Black Belt, Lean Sensei, and managed the Red Cross’ Lean Six Sigma Program and Computer Simulations. Ralston began her seven (7) year career at Red Cross in 2002, serving as Senior Change Engineer, Change Management, Senior Quality Design Engineer, and Systems Design Engineering. She was also the organization’s first Black Belt and Master Black Belt in the Six Sigma program. In this role, she introduced and implemented Six Sigma and Project Management tools in support of the continuous improvement program and in compliance with FDA regulations, applicable laws, cGMP, CLIA/CMS, as well as AABB, JCAHO and ISO Standards. Ralston is also an auditor for several organizations such as AABB, CAP and ISO. She has also trained with the American Society of Quality as a Certified Quality Auditor and Certified Quality Engineer. Ralston has also worked as a Clinical Technologist, Medical Technologist and Microbiologist when she first started her career in Health Care.
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Biography – Kathy Price• Kathy Price is the Director, Clinical Effectiveness, Sisters of Charity of Leavenworth Health System (SCLHS), KS, and a Master
Lean Sensei responsible for implementing, training, facilitating and leading Lean Six Sigma quality improvement teams and methods for the 11 hospital system and University. She trains, coaches and mentors Lean Thinking Change Leaders and performance improvement teams in the use of quality improvement tools and methods focused on an innovative blend of Lean Six Sigma. First year deployment trained 439 employees and mentored 110 teams to produce $1,299,803 lean savings to exceed target by 133%. Second year deployment trained 256 employees and mentored 150 teams to produce $8,389,778 savings to exceed target by 113%. She trains and mentors local Lean Sensei to become ASQ Six Sigma Black Belt certified. She is responsible for curriculum development, standardization and deployment. She has created curriculum and blended e-learning modules. She has designed and created 1 day, 9 day, 20 day and blended e-learning modules along with just in time (JIT) materials. She is a presenter at national, state and local conventions and meetings. She is published in a peer reviewed journal. She is a leader in Strategy, Vision, and Mission planning. She is successful in Team Building, Negotiating, Consensus Building and Change Management. She is competent in Data Management and Analysis.
• As a Six Sigma Black Belt and Master Lean Sensei she has led, facilitated, and/or coached projects involving: Organizational Assessments, including Baldridge Self Assessment, Operational Efficiency Improvements, Patient Care Management, i.e. Stroke Care and Transforming Care at the Bedside (TCAB), Nursing Documentation, Patient Satisfaction Improvements (HCAHPS), Integration of Electronic Medical Records into Workflows, Redesign of Work Areas and Build Outs, Design for Six Sigma for new construction, Improvement of Patient Billing and Revenue Cycle, Throughput and Cycle Time Reductions, 6S for operations and supplies, and Root Cause Analysis.
• Prior to SCLHS she was a Sr. Improvement Advisor at the University of Texas MD Anderson Cancer Center in Houston, TX. She previously worked with Quest Diagnostics, SmithKline Beecham Clinical Labs and Richards Laboratories and teaches Biology at the university level. Kathy has been in the Healthcare profession for 30 years. Kathy has a bachelor’s degree in Science from Stephen F. Austin State University, Nacogdoches, Texas; a medical technology certification from St. Paul Hospital, Dallas, Texas; and her master’s in science education from the University of Texas in Dallas. She has ASQ Six Sigma Black Belt, Project Management, Lean, and TeamStepps Master Trainer certifications. Her professional affiliations include the American Society for Quality, the Quality Institute for Healthcare and the Institute of Healthcare Improvement.
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• We will focus on Delivery of Services and Patient Safety can be enhanced by reducing waste and using a data-driven methodology
• Applying next Generation Quality Management Philosophy and Methodology in Health Care
• Successful Improvement Projects undertaken in the field
• Achieving Quality and Organizational Performance Effectiveness
• BONUS: You will learn how to use The Quality Group’s new Lean Six Sigma Blended e-Learning Series for Healthcare professionals to drive process improvement initiatives throughout their organizations and take your deployment to the next generation.
Pre-Summit Workshop Objectives:
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Interactive Discussion is a Must Please Participate in Discussion Ask Questions Open Dialogue is Welcome Others?
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Ground Rules for Workshop
American Red Cross Biomedical Services
Mission & Vision
American Red Cross Biomedical Services will fulfill the needs of the American people for the safest, most reliable, most cost-effective blood, plasma, and tissue services through voluntaryDonations.
Our Mission Our Vision
To be recognized by the people and organizations we serve, as well as others in our field, as theprovider of choice for blood, plasma and tissue services. This will be accomplished bycommitment to quality, safety and use of the best medical, scientific, manufacturing and business practices.
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Aligning strategy to focus theorganization on shared priorities
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Related Initiative Status Summary
Executive Review: M4 Performance Summary (SDP)
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M4: Analysis, Opportunities and Issues • SDP sales continue to exceed target: demand
and our ability to collect on DOW has been excellent!
• Still some mismatch of DOW requirement, but overall volumes are sufficient
M4: Achieve market share >50% (Collections)Owner: Greg Ballish
M4: Forward Looking Actions
NOTE: These projects identified “Increase donations” as at least one of their strategic goals
• Six sigma projects aligned to SDP collections are underway
• Managing SDP collections for splits and machine/staff utilization can increase efficiencies
System - Daily Collections Goal Achievement (% of total)
Mon Tue Wed Thu Fri Sat Sun
Target 16.1% 14.9% 9.8% 11.5% 16.3% 15.7% 15.7%
July 16.3% 15.6% 13.0% 13.7% 16.3% 14.8% 10.3%
August 16.3% 15.4% 13.3% 13.5% 15.9% 15.1% 10.5%
Description Timing Status
CRM/DRM strategy execution Will close to new CR
IDEO donor environment design project TBD
Donor recruitment development TBD
SDP strike force (also 6σ) TBD
Donor assertions Pending best practice assessment
Increasing Apheresis donor frequency Pending best practice assessment
Determining best choice donor pre-count Pending best practice assessment
CAGR = 7.5%
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• Began Six Sigma Deployment August 2005– Trained 78 BBs– Trained 40 GBs– Trained 350 Champions– Hired 3 MBBs– Self Sustaining
• Began Lean Deployment October 2007– Lean 101 Awareness Training– Hired 2 Lean Engineers at the beginning and supplemented
with consultants to gain velocity– Hiring 6 Lean Engineers, 1 Lean Sensei/Program Manager– Self Sustaining in March 2009
ARC Deployment History
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Six Sigma Lean
Quality Enables Speed
Speed Enables Quality
Culture + Quality Speed + Low Cost
Goal Improve performance Outliers on Customer Critical to Quality requirement
Focus DMAIC with Total Quality Management tools to eliminate variation
Method Management engagement, dedicated Champions and Black Belts
Goal Reduce waste, increase process speed, and Standard Work
Focus Identify non-value added steps and cause for delay
Method Kaizen events, Value Stream Maps
How we use Lean & Six Sigma
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ExecutionExecutionPrioritizationPrioritization DefinitionDefinitionIdea Idea GenerationGeneration
X2 = Project Selections
Projects Planned
Potential Projects
Current Projects
Available Resources
All Projects Must Pass Through a Strategic Filter.
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Leadership Team
Leadership Team
Project Champion
Project Champion
Master Black Belt
Black Belt
Green Belt
Black Belt
Green BeltYellow Belts
A Sustaining Infrastructure Must Have Senior Management’s Support and Guidance.
X8 = Sustaining Infrastructure
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Key Belt Attributes
Career Ladder
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Y = Successful Deployment
),...,,( 21 kxxxfY
X1 = Leadership CommitmentX2 = Project SelectionX3 = Black Belts SelectionX4 = Fully Dedicated Black BeltsX5 = Champion EngagementX6 = Master Black Belt SupportX7 = Organizational Tools X8 = Sustaining Infrastructure Scale
100 %
75%
50% or less
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Sisters of Charity Mission & Vision
“We will, in the spirit of the Sisters of Charity, reveal God’s
healing love by improving the health of individuals and communities we serve,
especially those who are poor or vulnerable.”
Our Mission
Our VisionSCLHS Mission realized through unyielding pursuit of performance excellence, innovative growth and health care for all
SCLHS Core ValuesSCLHS carries out Jesus' healing ministry today through its
commitment to the following core values:• Excellence
We offer excellent and compassionate care. • Respect
We recognize the sacred worth and dignity of each person. • Response to Need
The health care we offer is based on community need, with a special concern for the poor.
• StewardshipWe are mindful that we hold our resources in trust.
• WholenessWe value the health of the whole person-spiritual, psycho-social, emotional and physical.
Beyond 2011 Under Health Reform
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The Prelude
2010-2013
MarketExpansion2014-2017
Regulation and Restructuring
2018-2020+
Chase the Incentives –
Get Ready
Manage theChange
ConsolidateYour Position
• Medicare Breakeven Targets
• Clinical Integration
• New Service Line Models
• Operating Company Model
• Systems of Care
• Prepare for Medicare 3.0?
• Agile & Adaptable to Change
• Able to Manage Risk
• Lean Initiatives/MAP
• Physician Alignment
• ACO & Medical Home
• Performance Excellence Plan
• EHR & Meaningful Use
Source: Sg2
Cost Reduction Efforts: Health Care vs. Other Industries
Source: Reinertsen JL, Bisognano M, Pugh MD. Seven Leadership Leverage Points for Organization-Level Improvement in Health Care (Second Edition). IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2008. (Available on www.IHI.org)
Inputs to Core Processes
• Supplies• Staff• Equipment
Core Processes
• Evaluating• Diagnosing• Treating• Communicating
Outputs
• Quality Results• Safety Results• Costs
Where Other Industries’ Go to Reduce Cost
Where Health CareGo to Reduce Cost
• Move away from mindset that “lower cost implies poor quality”
• Get to the “dark green dollars”
- Go beyond notional or potential savings to taking real money out of budgets
• Set a cost reduction target (1-3%)?
- . . . A new approach!
A New focus on Kano?
Reduce costs significantly while maintaining or improving quality
Customer- defined value
Map and understand value stream
Make value stream flow
Continuous process
improvement
Goals: • Increase productivity• Eliminate waste• Maximize resource utilization
Waste includes• Scrap • Rework • Inspection • Inventory• Queuing time • Transporting materials or products • Redundant motion• Anything for which a
final customer would not want to pay
is focused on the elimination of all non value-adding activities and waste from the organization’s processes.
Lean
Lean Deployment Architecture
Culture Transformation• Self-sustained model• Longer deployment time• Improvement is a daily
event for everyone• Accountability• Structured education• Way of life
Project Based • Consultant-led• Shorter deployment
time• Hobbies• Little accountability• Selected education• Flavor of the month
attitude
Lean Accountabilities & Disciplines
• Waste reduction 2% per year using 2008 cost figures
• Focus on Directors and Managers• System Office certification is good for one
calendar year• Certification requires yearly renewal• Must provide evidence of Lean Thinking
proficiency every year for continuing certification
• Sensei will be certified by American Society for Quality (ASQ) Black Belt, Lean Six Sigma
SIX SIGMASix Sigma concentrates on variationreduction by using statisticalmethods to lower process defectrates to less than 3.4 defects per million opportunities.
Six Sigma Methodologies:• DMAIC - define, measure, analyze, improve, and control• DMADV - define, measure, analyze, design, and verify
Cascading Effect of Performance Excellence
Big DotsBig Dots(Pillars, BSC…)(Pillars, BSC…)
DriversDrivers(Core Theory of (Core Theory of
Strategy)Strategy)
ProjectsProjects(Ops Plan)(Ops Plan)
What are your key What are your key strategic aims? How strategic aims? How good must we be, by good must we be, by when? when? What are the system-level measures of those aims?
Down deep, what Down deep, what really has to be really has to be changed, or put in changed, or put in place, in order to place, in order to achieve each of achieve each of these goals? these goals? What are you tracking to know whether these drivers are changing?
What set of projects What set of projects will move the will move the Drivers far enough, Drivers far enough, fast enough, to fast enough, to achieve your aims? achieve your aims? How will we know if the projects are being executed?
Advance Training Program (ATP)
• Advance Training Program for Performance Excellence
• Focus on Leadership - Vice Presidents and Above
• 10 days SCLHS Affiliate Program• 20 days Intermountain Healthcare• Both includes completion of a project• Basic PI sciences and 1 day Lean Champion
Training
Lean Thinking Change/Project Leader
• 9 days training• Require 2 projects – learning and certification
project in the magnitude of $25K waste elimination
• DMAI2C Methodology• Commitment to continue deployment of lean
at their facility
Lean Foundation Training
• 6 hours training• Basics of Lean • “Airplane exercise”• Commitment to recognize waste
Lean Sensei Training• 1 week/per month for 6 months (25 days), with
one month off in December• ASQ Body of Knowledge (BOK) for Six Sigma
Black Belt Certification & SME BOK for Lean Sensei• “People side”• Coaching and Teaching• PT/FT Local Sensei
Mini Courses - Lunch n Learns
• Tool Reviews– VSM– Spaghetti Diagrams– Visual Controls– 6S
• Facilitation Skills• Committees vs. Lean
Teams
• Observation Skills• Data Management Skills• Case Studies• Mentoring / Coaching
Skills
Advance Courses
• Minitab – working with data• TeamSTEPPS – Master Trainer Training• Statistics for Performance Analysts• Facility Design and Simulations
Changing the old
Making the future attractive
Framework: Leadership for Improvement
Establish the Foundation
Setting Direction: Mission, Vision and Strategy
PULLPUSH
Source: IHI
Will Ideas Execution
PULLPUSH 1. Set Direction: Mission, Vision and Strategy
Make the status quo uncomfortable
Make the future attractive
3. Build Will• Plan for Improvement• Set Aims/Allocate Resources• Measure System Performance• Provide Encouragement• Make Financial Linkages• Learn Subject Matter• Work on the Larger System
5. Execute Change• Use Model for Improvement for Design and Redesign• Review and Guide Key Initiatives• Spread Ideas• Communicate results• Sustain improved levels of performance
4. Generate Ideas• Read and Scan Widely, Learn from
other Industries & Disciplines• Benchmark to Find Ideas• Listen to Customers• Invest in Research & Development• Manage Knowledge• Understand Organization as a
System
2. Establish the Foundation• Personal Preparation• Choose and Align the Senior Team
• Build Relationships• Develop Future Leaders
• Reframe Operating Values• Build Improvement Capability
Source: IHI
Framework: Leadership for Improvement
SCLHS Strategic Framework
Component One:
• Care Reliability• Patient & Environmental
Safety• Excellent Care Experience• Cost-Effective Care• Clinical Transformation
Component Two:• Finance
Component One:
• Care Reliability• Patient & Environmental
Safety• Excellent Care Experience• Cost-Effective Care• Clinical Transformation
Component Two:• Finance
Source: SCLHS SPPECD
• Culture & Talent
• Performance Excellence
• Physician Partnership
• Strategic Growth
How do we nominate projects?Strategic Priorities
Care Reliability Patient & Environmental Safety Excellent Care Experience Cost-Effective Care Clinical Transformation
Process Improvement Need
Project Charter Developed
Roles: Champion
Change LeaderTeam Members
Stakeholders
PDSA Lean Thinking
(DMAIC)Measurement
Just Do IT
Dept. VP SLT-Quality
Project Updates
Project Updates
Dept. VP/Mentor
Project Updates
Less than 2 DepartmentsGreater than 2 Departments
Multidisciplinary
ProblemsOpportunitiesMandates
Projects Selected to Move to the Initiation Stage
Strategic Goals
Financial Expectations and Goals
Potential Nonfinancial Benefits
Organizational Politics
Current Project Portfolio Mix
Resource Constraints
Project Risk
Organization Risk Preferences
Project Selection Process
KAIZEN EVENTS
• 1 - 3 day Rapid Improvement Events• ED Throughput• Patient Flow• Pharmacy Group• Physician Group
Challenges
• “It’s not Lean to fill out all the paperwork”• “Lean is about getting rid of my job”• “What I can improve does not save $25K”• “I don’t have time to be on a Lean team”• “We’re already ‘lean’, we don’t have enough people”• “We can’t do Lean while ____ is going on”• Knowledge Management software
Results As of 2009 ………………
• Achieved > 1.0% (target ~ $11M) waste reduction through deployment of LEAN project teams– Preliminary Dark Green $ 9.8M– Preliminary Light Green $ 5.7M– 400 projects in Improve or Control Phases– 140 Directors are certified by the System Office as Lean
Thinking Team Leaders– 16 Lean Six Sigma Sensei will graduate in March 2010
• Redesigned multiple work flows to enhance efficiency at care sites and in system office
• Improved patient flow in many care sites
2010 Successes
SCLHS 2010Directors Trained
Total Directors
% Directors Trained
Managers/ Supervisors
Trained Total %
Total Employees Trained in 2010 *
PMC 27 29 93 20 43 47 28SJL 4 4 100 8 9 89 11SFT 16 16 100 29 77 38 154SO 14 15 93 15 21 71 63SVB 31 31 100 51 101 50 92SJB 30 30 100 8 10 80 98HRH 9 9 100 16 17 94 351SMGJ 33 33 100 41 49 84 544SJSM 35 35 100 15 22 68 48SCLHS 199 202 98.5 203 349 58 1389
SCLHS 2010 Light Green Dark Green 2010 Total 2010 Target % Target# 2010
Projects
PMC $ 536,326 $ 2,130,819 2,667,045$ 2,716,846$ 98 22SJL $ 6,155 $ 525,080 531,235$ 543,224$ 98 15SFT 13,557$ 3,491,626$ 3,505,183$ 3,469,061$ 101 32SO $ - $ 1,686,315 1,686,315$ 721,120$ 234 18SVB 2,638,254$ 2,670,752$ 5,309,006$ 4,756,294$ 112 184SJB $ 670,123 1,276,327$ 1,946,450$ 1,146,398$ 170 32HRH 198,563$ 734,836$ 933,399$ 562,349$ 166 78SMGJ 1,927,207$ 2,707,392$ 4,634,599$ 4,344,255$ 107 78SJSM 1,655,628$ 3,036,038$ $ 4,691,666 4,568,675$ 103 64TOTALS $6,975,690 $18,259,186 $25,904,898 22,828,222$ 113 523
Innovation
• “Innovate and design” have naturally been separated from “improvement work”
• But, design is interwoven with existing products and processes
• Improvement often means revisiting fundamental design
Barriers to Innovative Thinking
• Physiological– Perceptual– Emotional– Cultural– Environmental
These barriers restrict our left brain (analytical) and right brain (creative) to– Properly collect the information
necessary– Choose and calculate which
information is important– Communicate those ideas to our
consciousness
for an innovative solution
Value Innovation• Focus on making the
competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space
Value Innovation
Costs
Buyer Value
Value + Innovation
• Value without innovation– Focuses on value creation at an incremental scale– May improve value, but is not sufficient to make
you stand out in the marketplace
• Innovation without value– Tends to be technology-driven– Frequently shoots beyond what customers are
ready to accept and pay for
Kim, W. C., and Mauborgne, R. (2005) Blue ocean strategy. Boston: Harvard Business Review Press.
Red vs. Blue Ocean Strategy
Red Ocean Strategy• Compete in existing market space• Beat the competition• Exploit existing demand• Make the value-cost trade-off• Align the whole system of a firm’s
activities with its strategic choice of differentiation or low cost
Blue Ocean Strategy• Create uncontested market space• Make the competition irrelevant• Create and capture new demand• Break the value-cost trade-off• Align the whole system of a firm’s
activities in pursuit of differentiation and low cost
Kim, W. C., and Mauborgne, R. (2005) Blue ocean strategy. Boston: Harvard Business Review Press.
Blue Ocean Analytical Tools:
Four Actions Framework
New Value Curve
Eliminate:Which of the factors that
the industry takes for granted should be
eliminated?
Create:Which factors should be created that the industry
has never offered?
Reduce:Which factors should be reduced well below the
industry’s standard?
Raise:Which factors should be
raised well above the industry’s standard
Kim, W. C., and Mauborgne, R. (2005) Blue ocean strategy. Boston: Harvard Business Review Press.
Exercise: Eliminate-Reduce-Raise-Create
GridEliminate Raise
Reduce Create Value
What we both found was…
• TQG’s Blended e-Learning model helped us to leverage our MBB resources better and to save money in the long run as we were training up our resources and ramping up our Lean Six Sigma Deployments….
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The Quality Group (TQG) has been developing and deploying technology-based solutions to
address Lean Six Sigma / Process Improvement (LSS/PI) training challenges, since 1992.
1) Our e-Learning makes ‘Quality Principles’ come alive for everyday people.
2) Our portal platform powers effective implementation of blended e-Learning.
3) Our processes enable e-Learning solutions that fit your needs, not vice versa.
Why a complete blended e-Learning solution for healthcare quality?
• LSS/PI is needed throughout the healthcare industry
• LSS/PI experts are spread thin and need to scale their impact
• Healthcare organizations need a less disruptive way to teach LSS/PI
• LSS/PI training costs must be high quality and low cost
Healthcare Course Content: Phase Module
Intro •Six Sigma Introduction•Introduction to Lean Six Sigma
for Healthcare•Lean Six Sigma Fusion
Define •Project Charter•Voice of the Customer•Managing the Project -
Teamwork•Pareto Analysis•SIPOC•Introduction to Process
Mapping•Eight Wastes
Measure •Current State Value Stream Mapping
•What is Statistics?•Organization of Data•Measures of Central Tendency•Measures of Dispersion•Descriptive Statistics: Self-
Assessment•Calculating Process-Based
Costs•Validating the Measurement
System
Phase Module
Measure •Types of Control Charts•Introduction to Process Capability
and Process Capability Assessments
•Confidence Intervals•Normal Curve
Analyze •Cause & Effect Diagrams•Scatter Diagrams•Failure Mode & Effects Analysis•Future State Value Stream
Mapping•Hypothesis Testing
Improve •Maximizing ROI•Kaizen Event•5S/6S•Visual Management•Standard Work•Error Proofing•Changeover Reduction•Total Productive Maintenance•Workplace Design & Layout•Flow & Pull Systems
Control •Sustaining ROI•Extending ROI
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Phlebotomy Kits Phlebotomy Kits Before:Before:
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Phlebotomy Phlebotomy Kits After:Kits After:
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Spaghetti Diagram:Spaghetti Diagram:
Before & AfterBefore & After
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Phlebotomist Point of Use Shadow Boards:Phlebotomist Point of Use Shadow Boards:
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Before Visual ManagementBefore Visual Management After Visual ManagementAfter Visual Management
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Before Lab Storage RoomBefore Lab Storage Room
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After Lab Storage RoomAfter Lab Storage Room
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Blended e-Learning
• Experienced in 2010• Develop all face to face learning modules into
blended e-learning
What if you don’t use the Blended e-Learning?
• Schedule 9 days of classroom instruction
• Costs– Employee Time/Instructor Time– Meeting location– Lunch/snacks
• Mixed classes/Adult education– Different learning styles– Lecture/activities/group work
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With Blended e-Learning
• 24/7 online learning access. Prior to class, participants learn the core concepts and tools, then ‘search’ and ‘review’ them later, on the job. .
• Consistent training delivery. If you teach everyone the same, your course roadmaps have more integrity and your organization alignment increases.
• More effective use of classroom time. With participants on the same level, class sessions focus on discussion, hands on exercises and project work.
• Higher retention & better mentoring. Retention increases when users control their pace, ability to review etc. Good e-Learning is flexible for users. Learning more outside class, sets up better mentoring in class.
• Reduces Costs
Lean ThinkingLean Thinking
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Road Map to Performance Excellence
• Roadmap of implementing Lean thinking as an innovative blend Improvement methods included: Lean, Six Sigma, TOC, PDSA & Queuing Theory.
• Successes and challenges in our Lean Thinking journey to change culture
• Tools to improve patient safety and outcomes, reduce waste, enhance efficiency and increase overall effectiveness.
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Look forward to the good that is yet to be.
- Mother Xavier Ross
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Q&A
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Our Contact Information
• Rob Stewart: [email protected] • Jennifer Ralston: [email protected] • Kathy Price: [email protected]
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