Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
Driving High Reliability Results with Robust Process ImprovementLean Six Sigma and Change ManagementMissouri Department of Mental Health
The DMH Team
James Busalacki has been with the Division of Behavioral Health namely Fulton State Hospital since 2015 in different capacities with the most recent position being the Strategic Initiatives Coordinator Prior to working for Fulton State Hospital he spent almost 16 years in customer service and retail in various supervisory and managerial positions James received his Bachelor of Arts in PoliticalScience from the University of Missouri - Columbia and has taken Masterrsquos level courses in Education from Columbia College He is a trained RPI Black Belt and Certified RPI Green Belt His Black Belt project focused on Program Based Scheduling within Fulton State Hospital Green Belt project focused on Security Consolidation with the facility but more specifically on escorted medical and court trips off campus for clients
Lisa Franz has been with the Division of Behavioral Health since 2017 as the Chief Performance Improvement Officer for the Western Region focusing on the Center for Behavioral Medicine and Northwest Missouri Psychiatric Rehabilitation Center Prior to working for DBH she served over 30 years in healthcare focusing 20 of those years on process improvement Lisa holds a Master of Business Administration degree from the University of Missouri and is a Lean Six Sigma Master Black Belt a Certified Professional in Healthcare Qualityand a Certified Joint Commission Professional Lisa is a certified RPI Black Belt and RPI Change Leader Lisarsquos RPI Green Belt project focused on decreasing delays in visitor check-in at CBM In her free time Lisa enjoys travel and genealogy
Heather Osborne has been with the Division of Behavioral Health since 2011 She started out as a ward therapist and has also served as the Util ization Management Coordinator and most recently as the Director of Treatment Services for Southeast Missouri Mental Health Center-Adult Psychiatric Services Heather received a Masterrsquos degree in Clinical Counseling in 2011 and a graduate certificate in Gerontology in 2017 She is a trained RPI Black Belt and Certified RPI Green Belt Her Black Belt project focused on the tracking of employee sick leave usage and her Green Belt project focused on the turnaround time and tracking process of employee Adverse Action documentation In her spare time Heather volunteers for the Multiple Sclerosis Society and enjoys going to St Louis Cardinals baseball games
Bonnie Poole has been with the Division of Behavioral Health since 2014 as the Quality Assurance Specialist at Center for Behavioral Medicine Bonnie has been working in the field of healthcare QM since 2010 and before that spent some time as a Clinical Data Coordinator for Quintiles Bonnie received a Masterrsquos degree in Psychology in 2003 with a focus in Forensic Psychology She is a trained RPI Black Belt and Certified RPI Green Belt Her Black Belt project focused on the treatment efficacy of IST (Incompetent to Stand Trial) competency restoration Her Green Belt project focused on improving Human Resources hiring turnaround time In her spare time Bonnie is an amateur fiction writer and soap maker
Tara Yates has been with the Division of Behavioral Health since 2003 with the most recent position being Director of QualityManagement for the Eastern Region (St Louis Psychiatric Rehabilitation Center Metropolitan St Louis Psychiatric Center andHawthorn Children Psychiatric Hospital) Tara received her Bachelors of Science in Parks Recreation and Tourism with an Option in Therapeutic Recreation in 2001 and her Masters of Science in Healthcare Administration in 2020 She is a trained RPI Black Belt Certified RPI Green Belt Certified RPI Change Leader and Certified SOS Yellow Belt Her Black Belt project focused on RN overtime Green Belt project focused on increasing active treatment and Yellow Belt project focused on decreasing the amount of time for a client to retrieve funds for out trips In her spare time Tara enjoys attending the extracurricular activities of her daughter reading and baking
RPI
Vision
bull DBH leaders envision a high reliability culture of Robust Process Improvementreg (RPIreg) in which the Division achieves and sustains exemplary business clinical and safety outcomes
3
RPI
Clinical Active Treatment at SLPRC
4
Define Phase Goal- Voice Of The Customer
Which groups do clients attend
most
Diversion therapy groups
Phase II Work
Groups Clients identify as
required for discharge
How do you get clients to come
to groups
MoneyTokens
Snacks
Incentive towards discharge
What is Active Treatment
Anything on the schedule
Only PsychoEdgroups
Definitely out trips
What is the Goal for Active
Treatment
3 hours a day
It doesnrsquot matter
I have no idea
RPI 5
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
The DMH Team
James Busalacki has been with the Division of Behavioral Health namely Fulton State Hospital since 2015 in different capacities with the most recent position being the Strategic Initiatives Coordinator Prior to working for Fulton State Hospital he spent almost 16 years in customer service and retail in various supervisory and managerial positions James received his Bachelor of Arts in PoliticalScience from the University of Missouri - Columbia and has taken Masterrsquos level courses in Education from Columbia College He is a trained RPI Black Belt and Certified RPI Green Belt His Black Belt project focused on Program Based Scheduling within Fulton State Hospital Green Belt project focused on Security Consolidation with the facility but more specifically on escorted medical and court trips off campus for clients
Lisa Franz has been with the Division of Behavioral Health since 2017 as the Chief Performance Improvement Officer for the Western Region focusing on the Center for Behavioral Medicine and Northwest Missouri Psychiatric Rehabilitation Center Prior to working for DBH she served over 30 years in healthcare focusing 20 of those years on process improvement Lisa holds a Master of Business Administration degree from the University of Missouri and is a Lean Six Sigma Master Black Belt a Certified Professional in Healthcare Qualityand a Certified Joint Commission Professional Lisa is a certified RPI Black Belt and RPI Change Leader Lisarsquos RPI Green Belt project focused on decreasing delays in visitor check-in at CBM In her free time Lisa enjoys travel and genealogy
Heather Osborne has been with the Division of Behavioral Health since 2011 She started out as a ward therapist and has also served as the Util ization Management Coordinator and most recently as the Director of Treatment Services for Southeast Missouri Mental Health Center-Adult Psychiatric Services Heather received a Masterrsquos degree in Clinical Counseling in 2011 and a graduate certificate in Gerontology in 2017 She is a trained RPI Black Belt and Certified RPI Green Belt Her Black Belt project focused on the tracking of employee sick leave usage and her Green Belt project focused on the turnaround time and tracking process of employee Adverse Action documentation In her spare time Heather volunteers for the Multiple Sclerosis Society and enjoys going to St Louis Cardinals baseball games
Bonnie Poole has been with the Division of Behavioral Health since 2014 as the Quality Assurance Specialist at Center for Behavioral Medicine Bonnie has been working in the field of healthcare QM since 2010 and before that spent some time as a Clinical Data Coordinator for Quintiles Bonnie received a Masterrsquos degree in Psychology in 2003 with a focus in Forensic Psychology She is a trained RPI Black Belt and Certified RPI Green Belt Her Black Belt project focused on the treatment efficacy of IST (Incompetent to Stand Trial) competency restoration Her Green Belt project focused on improving Human Resources hiring turnaround time In her spare time Bonnie is an amateur fiction writer and soap maker
Tara Yates has been with the Division of Behavioral Health since 2003 with the most recent position being Director of QualityManagement for the Eastern Region (St Louis Psychiatric Rehabilitation Center Metropolitan St Louis Psychiatric Center andHawthorn Children Psychiatric Hospital) Tara received her Bachelors of Science in Parks Recreation and Tourism with an Option in Therapeutic Recreation in 2001 and her Masters of Science in Healthcare Administration in 2020 She is a trained RPI Black Belt Certified RPI Green Belt Certified RPI Change Leader and Certified SOS Yellow Belt Her Black Belt project focused on RN overtime Green Belt project focused on increasing active treatment and Yellow Belt project focused on decreasing the amount of time for a client to retrieve funds for out trips In her spare time Tara enjoys attending the extracurricular activities of her daughter reading and baking
RPI
Vision
bull DBH leaders envision a high reliability culture of Robust Process Improvementreg (RPIreg) in which the Division achieves and sustains exemplary business clinical and safety outcomes
3
RPI
Clinical Active Treatment at SLPRC
4
Define Phase Goal- Voice Of The Customer
Which groups do clients attend
most
Diversion therapy groups
Phase II Work
Groups Clients identify as
required for discharge
How do you get clients to come
to groups
MoneyTokens
Snacks
Incentive towards discharge
What is Active Treatment
Anything on the schedule
Only PsychoEdgroups
Definitely out trips
What is the Goal for Active
Treatment
3 hours a day
It doesnrsquot matter
I have no idea
RPI 5
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
RPI
Vision
bull DBH leaders envision a high reliability culture of Robust Process Improvementreg (RPIreg) in which the Division achieves and sustains exemplary business clinical and safety outcomes
3
RPI
Clinical Active Treatment at SLPRC
4
Define Phase Goal- Voice Of The Customer
Which groups do clients attend
most
Diversion therapy groups
Phase II Work
Groups Clients identify as
required for discharge
How do you get clients to come
to groups
MoneyTokens
Snacks
Incentive towards discharge
What is Active Treatment
Anything on the schedule
Only PsychoEdgroups
Definitely out trips
What is the Goal for Active
Treatment
3 hours a day
It doesnrsquot matter
I have no idea
RPI 5
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
RPI
Clinical Active Treatment at SLPRC
4
Define Phase Goal- Voice Of The Customer
Which groups do clients attend
most
Diversion therapy groups
Phase II Work
Groups Clients identify as
required for discharge
How do you get clients to come
to groups
MoneyTokens
Snacks
Incentive towards discharge
What is Active Treatment
Anything on the schedule
Only PsychoEdgroups
Definitely out trips
What is the Goal for Active
Treatment
3 hours a day
It doesnrsquot matter
I have no idea
RPI 5
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Define Phase Goal- Voice Of The Customer
Which groups do clients attend
most
Diversion therapy groups
Phase II Work
Groups Clients identify as
required for discharge
How do you get clients to come
to groups
MoneyTokens
Snacks
Incentive towards discharge
What is Active Treatment
Anything on the schedule
Only PsychoEdgroups
Definitely out trips
What is the Goal for Active
Treatment
3 hours a day
It doesnrsquot matter
I have no idea
RPI 5
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
ADLMorning
Treatment Block
Mid-Day Self Improvement
Afternoon Treatment
Block
Afternoon Self-
Improvement
Evening Activities
Time of Bed ADLs
Community Passes
Work
Work
11Therapy
No groups today
Room not available
Once a month
religious service
Meds
RPI 6
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Measure Phase Deliverables- Baseline Performance And Measurement
907560453015
LSL 6Target USL 9Sample Mean 52915Sample N 200Shape 942729Scale 0561296
Process DataPp 023PPL -017PPU 063Ppk -017
Overall Capability
lt LSL 6150 gt USL 050 Total 6200
Observed Performance
lt LSL 6921 gt USL 292 Total 7213
Exp Overall Performance
LSL USL
Process Capability Report for HoursCalculations Based on Gamma Distribution Model
RPI 7
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Analyze Phase Deliverables- Validated Root Causes
Frida
yFri
day
Thursd
ay
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monda
y
10
8
6
4
2
0
Day
Indiv
idual
Value
(Hou
rs)
_X=513
UCL=959
LCL=068
Frida
yFri
day
Thur
sday
Thursd
ay
Wed
nesday
Wed
nesday
Tuesd
ay
Tuesd
ay
Monday
Monday
145
140
135
130
125
120
Day
Indiv
idual
Value
(Hou
rs)
_X=13883
UCL=14312
LCL=13455
6
66
5
2
2
2
5
1
2
66
665
5
6
2
2
6
55
5
5
1
11111111111111111111
1111
111
1
1
111111111111111111111
11
1111111
111111111111111111111
5
1
1
1
11111
111111111111111111111
1
111111
11
222222222222
1
11
111
1111
Actually Scheduled Active Treatment Hours Could of been Scheduled Active Treatment Hours
RPI 8
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
Define active treatmentbull All groups were categorized as active treatment or diversional activitiesbull All clinicians and supervisors received education on the differences
Determined an active treatment goalbull All clinicians and supervisors received education on the expectation
Development of scheduling templatebull Clinicians and supervisors use the template to track the active treatment hours
Identification of the process ownerbull Process owner received education on the expectations of the role
RPI 9
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |
Improve Phase Deliverables- Validated Improvements
1059075604530
LSL 6Target USL 9Sample Mean 672125Sample N 200StDev(Overall) 173898StDev(Within) 174168
Process Data
Pp 029PPL 014PPU 044Ppk 014Cpm
Cp 029CPL 014CPU 044Cpk 014
Potential (Within) Capability
Overall Capability
lt LSL 2250 3392 3394 gt USL 750 950 954 Total 3000 4342 4348
Observed Expected Overall Expected WithinPerformance
LSL USLOverallWithin
Process Capability Report for Hours
RPI
Control Phase Goals- Standardize And Sustain Improvement
0
20
40
60
80
100
120
NOP TRP SLP CBP
Increase in Active Treatment
Prior to Education After Education By Green Belts After education by Sponsor End of project
0
20
40
60
80
100
120
NOP TRP SLP CBP
Percent of Clients Meeting the Active Treatment Goal
Beginning of project End of project
RPI 11
RPI
Clinical Results
bull The Challenge ndash Increase daily access to treatmentbull A minimum of 6 hours to a maximum of 9 hours of active treatment hours per
day for the client is not documented This appears to be occurring in most if not all of the facilitys programs
bull The Resultbull The average or mean of scheduled treatment was 655 hours (previously it
was 529 hours) bull The process was 665 capable (compared to 38 capable previously)
Capability means they met the expectations of 6-9 hours of active treatment 665 of the time
bull They were below the customerrsquos expectation of minimum of 6 treatment hours 265 of the time (compared to 615 previously)
12
RPI
Robust Process Improvement
bull A systematic approach to problem solving proven in many other industries including healthcare
bull Equally effective when applied to health carersquos toughest safety and quality problems
bull Benefits patients stakeholders and employeesbull Appealing to physicians and other clinicians because it is data drivenbull Drives overall culture change in health care organizations bull Resulting in High Reliability Organization which consistently achieves positive
outcomes
13
Six Sigma
Lean Change Management
The Keys to Robust Process Improvement
RPI 14
Six Sigma Concept
15
CustomerSpecification
Every Human Activity Has Variability
defectsTarget
CustomerSpecification
defectsTarget
CustomerSpecification
RPI15
Six Sigma Concept
16
Parking Your Car in the GarageHas Variability
Target
defectsdefects
CustomerSpecification
CustomerSpecification
RPI16
RPI
DDefine
MMeasure
AAnalyze
CControl
IImprove
DMAIC Improvement Process
17
RPI
So What is Lean
bull The methodology of increasing the speed of production by eliminating process steps which do not add value
bull those which delay the product or servicebull those which deal with the waste and rework of defects along
the way
18
RPI
Synergy of Lean and Six Sigma
of Steps plusmn3σ plusmn4σ plusmn5σ plusmn6σ
1 9332 99379 99976 99999
7 6163 95733 98839 99997
10 5008 9396 99768 99996
20 2508 8829 99536 99993
40 629 7794 99074 99986
Lean reduces non-value-add steps
Six Sigma improves quality of value-add steps Source Motorola Six Sigma Institute
19
RPI
What is Change Management
bull A model for managing and facilitating changebull Makes change easierbull Creates buy-inbull Achieves more lasting resultsbull GE - The Effectiveness (E) of any initiative is equal to the product
of the Quality (Q) of the technical strategy and the Acceptance (A)of that strategy (E=QA)
20
Plan Your Project
Inspire People
Launch the Initiative
Support the Change
Facilitating Changetrade
Source The Joint Commissionrsquos Center for Transforming Healthcare 21
RPI
GGreen
YYellow
BBlack
M
RPI Belt Progression
WWhite
22
Feb 2015 RPI Proposed
Nov 2015 RPI Forum
Jan 2016 RPI Steering
Committee
Sep 2016 Change Leader
Training
Jan 2017 Green Belt Training
Jan 2018 Black Belt Training
Jan 2019 Green Belt Training
Jan 2020 Green Belt Training
July 2020 Yellow Belt
Training
DBH Journey to RPI
RPI23
RPI
DBH Employees Trained in RPI
91
24
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Remaining DBH Employees Trained in RPI
85
25
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Current DBH Employees Certified in RPI
51
26
Change Leaders Yellow Belt Green Belt Black Belt
RPI
Financial Security Department Consolidation for Outside Trips at FSH
27
28
bull Problem Separate Security Departments create process redundancies and staffing conflicts that relate to inefficiencies with escorting and transporting clients
bull Primary Goalsbull Create operational definitions for trips bull Create a better tracking system for trips bull Utilize a program for scheduling trips bull Evaluate trips and eliminate redundancies in staffing resulting in
a reduction of the number of man hours used and a reduction of payroll spent
RPI
Define Phase Goal- Voice Of The Customer
28
29
Process Step Process Inputs (xs)Importance Total
FailuresSeverity
Occurrence
Failure
Score CommentsAction
Review Trip Schedule Assign Staff
Reviews schedule first and assigns drivers--4 to assign currently doesnt assign until Friday before week
144
assigning staff on F ridays doesnt allow
for resource allocation pre-notification on
training day svacation days 8 9 72
influences satisfaction of last minute changesreview schedule and assign staff
sooner scheduled training and v acation days posted
Schedule the Court Order or Medical Appointment
medical-Review tripsstaffing to determine if resched needed
144surgery priorities
follow ups postponed
v acationtraining day s 21 staffing
ratios 5 8 40
policy was not being followed changed practice reeducated on policy post trainingv acation schedule
do more planning in adv ance
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144If no FRS will work short in control room (more often than FRS going) 9 4 36
could increase security safety risks in
units additional PRN staff for trips
Review Trip Schedule Assign Staff
Unit Security assigns staff and when short looks for PRN and OT ppl that have signed up to assign at least the quick appts
144 Rotation schedule (BFC) v olunteers most of the time FRS get pulled
reschedule 9 3 27additional PRN staff for
trips
bull PFMEA Highest Failure scoresbull Last minute staffing assignments scored
highest on the failure scorebull Occurrence was every weekbull Severity of not having staff scheduled
meant moving staff schedules or trips getting volunteers for OT working short etc
bull The next highest score was on pre-planning of scheduling trips based on security availability
bull Another high failure score was related scheduling no backup for scheduling (call in on Friday resulted in a lot of juggling to make trips happen)RPI
Measure Phase Goal- Analyze Failure Modes
29
bull30
Avg Hrs Per Trip HFCAvg Hrs Per Trip SORTSAvg Hrs Per Trip GFCAvg Hrs Per Trip Biggs
8
7
6
5
4
3
2
Hour
s
Average Secuirty Hours Per Trip By Unit
RPI
Analyze Phase Deliverables- Validated Root Causes
30
Validated Root Cause Targeted SolutionTrip escorting policy not followed in allunits
Re-educate units to trip escorting policy
No back-ups for scheduling trips when call-insvacationretirement occur
Multi-skill training and increase access to appointments schedule
Numerous unknown cancellations rescheduled trips
Operational definitions to create accurate data of cancellations
No data source on trips happening Created trips data baseUnit to Unit involvement Progress has been made as a result of the
project more expected to continueAvailability of drivers unknown except what is scheduled from Campus Security
Moving drivers to units
Schedulers for appointments and driversdo not know in advance the pre-planned daystimes staff will be unavailable for drivingescorting
Put assignments and notifications of vacations training etc on appointments schedule
Drivers not scheduled with enough time to adjust work schedules to accommodate trips
Begin assigning staff before Friday
31RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
31
Average Security Hours Per SORTS Trip
This chart shows the comparison of Average Security Hours Used per SORTS Trip from our baseline of April of 2016 to March of 2017 to our improvement from April of 2017 to March of 2018
April of 2017 was the date in which the Escort Policy for outside trips was clarified and the unitsrsquo security and Specialty Clinic were re-educated
The greatest impact occurred in how the SORTS Program handled the number of staff needed to complete an outside trip
bull32
2181217101781761741721712161016816616416
9
8
7
6
5
4
3
2
1
NewDate
Indi
vidu
al V
alue
_X=3256
UCL=4820
LCL=1692
416 417
Avg Security Hours Per Trip
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
32
2 Sample t Test for Total SORTS Security Hours
2 Sample t Test for Avg Security Hours Per Trip
33
Descriptive Statistics
Sample N Mean StDev SE
Mean
Security 416-0317 12 1880 351 10
Security 417-0318 12 1157 383 11 Estimation for Difference
Difference 95 CI for Difference
723 (411 1034) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
482 21 0000
Descriptive Statistics
Sample N Mean StDev SE Mean
Avg Sec HRS per Trip 416-317 12 5755 0959 028
Avg Sec HRS per Trip 417-318 12 3256 0611 018 Estimation for Difference
Difference 95 CI for Difference
2499 (1810 3189) Test
Null hypothesis H₀ μ₁ - micro₂ = 0
Alternative hypothesis H₁ μ₁ - micro₂ ne 0
T-Value DF P-Value
762 18 0000 RPI
Control Phase Goals- Standardize And Sustain Improvement
33
RPI
Financial Results
bull The Challenge - 1400 Offsite trips per yearbull Separate Security Departments create process redundancies and staffing conflicts
that relate to inefficiencies with escorting and transporting clientsbull The Result
bull $ 20000 Savings if SORTS would have operated with the additional security escort Security Staff would have spent an additional $2081362 in salary dollars (13885 x 1499)
bull Created operational definitions for tripsbull Created a better tracking system for tripsbull Utilized the MedConsprogram for scheduling trips bull Evaluated trips and eliminated redundancies in SORTS staffing resulting in a
reduction of the number of man hours used and a reduction of payroll spentbull Createdreclassified job positions in order to have multi skilled workers that can
perform schedulingdrivingescorting duties as well as work within the units
34
RPI
Operational Visitor Check-in at CBMGreeted to Seated
35
bull CBMrsquos security staff does not have a standardized uniform process to screen visitors arriving for CBM and Truman Medical Center psychiatric units
bull This causes delays at the front desk and creates safety concerns for patients staff visitors
RPI
Define Phase Goal- Voice Of The Customer
36
Spaghetti Diagram prior to improvement
TMC
CBM
Seating
Kiosk Security Desk Security Desk
Metal detectorMetal detector
Entranceto
units
Lockers Front door
TMC Phone and
Computer
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
+
-
+
-
Why
Why
Why
Why
Why
Why
16
ProcessFailure Modes and Effects Analysis (PFMEA)
Potential Failure Modes and Effects Analysis (PFMEA)
Design Failure Modes and Effects Analysis (DFMEA)
RPI
Measure Phase Goal- Identify All Steps And Inputs In The Value Stream
38
bull 5 Whys Why did inspecting items brought in take as long as it did hellip
bull A lot of the items brought in are prohibited
bull Visitors are unaware of prohibited items
bull Frequent updatesor changes to policy
bull No communication prior to visit
bull Difficult to communicate on a wide basis
Analyze Phase Deliverables- Validated Root Causes
RPI 39
Our target was to drop our median (of minutes)
to 5 or less to show statistically significant
improvements We dropped it to a median
of 4
Our hypothesis testing resulted in a p value of
0000
We had a median of 6 at baseline and a median of 4 for Improve Our confidence interval for Mann-Whitney is 13 Since our difference (2) falls between 1 and 3 we are 95 confident that the difference in median that
occurred is due to our improvements and not just random chance
RPI
Improve Phase Goal- Stabilize The Process And Eliminate Or Reduce Waste Variation And Defects
40
Enter only the known Defects Per Million OpportunitiesEnter DPMO 40000 Sigma Level 325
Enter only the known Defects Per Million OpportunitiesEnter DPMO 227848 Sigma Level 225
Baseline Data
Final Data
Results improved an entire
Sigma Level
RPI
Control Phase Goals- Standardize And Sustain Improvement
41
RPI
Operational Results
bull The Challenge ndash Decrease delays for visitor check-inbull CBMrsquos security staff does not have a standardized uniform process to screen visitors
arriving for CBM and Truman Medical Center psychiatric units bull This causes delays at the front desk and creates safety concerns for patients staff
visitors bull The Result
bull CBM has established a standardized uniform process to screen visitorsbull Reduced time of visitor from door to when seated in secure waiting area from a median
of 6 minutes to a median of 4 minutesbull The process capability rate from door to metal detector wand increased from 77 to
85 capable of hitting the tact time goalbull The of visitors who sign out has now increased to 100bull Three poka yoke mistake-proof mechanisms have been added to the process
bull The kiosk dialogue avoids a potential HIPAA breach of asking for the DMH ID numberbull Retractable belt barriers direct all traffic next to the security desk and through the metal detector bull A unique lock has been installed on each locker preventing visitors from using their key in more
than one lockerbull Security now has a duplicate kiosk screen and mouse to better assist visitors 42
DMH RPI Online
RPI 43
RPI
Driving High Reliability Results with RPI
bull Presenters
James Busalacki FSH jamesbusalickidmhmogovLisa Franz Western Region DBH lisafranzdmhmogovHeather Osborne SMMHC heatherosbornedmhmogovBonnie Poole CBM bonniepooledmhmogovTara Yates Eastern Region DBH tarayatesdmhmogov
bull httpsintranetstatemousdmhonlineprofessional-development-opportunitiesdepartment-of-mental-healths-robust-process-improvement
44
RPI 45
Robust Process Improvement | |||||||||||||||||||||||
Control Plan | |||||||||||||||||||||||
ProductService | Date (Orig) | ||||||||||||||||||||||
Key Contact | |||||||||||||||||||||||
Office Location | Date (Rev) | ||||||||||||||||||||||
Core Team | |||||||||||||||||||||||
Process Name | Process Step | Input Variable | Output Variable | Process Specification (LSL USL Time Target) | Measurement System Description | MSA Capability | Fail-Safe Control Method or Monitoring Method | Sample Size | Sample Frequency | Person Responsible for Control | Corrective action | ||||||||||||
HelpingHindering | |||||||
Helping | Hindering | ||||||
Current State | Desired State | ||||||
Change Assessment | ||||||||
Not Meeting Expectations | Meeting Expectations | Exceeding Expectations | ||||||
Plan Your Project | Assess the culture | |||||||
Define the change | ||||||||
Assemble a strategy | ||||||||
Engage the right people | ||||||||
Brainstorm barriers to success | ||||||||
Build the need for change | ||||||||
Paint a picture of the future state | ||||||||
Inspire People | Make it personal | |||||||
Solicit support and involvement | ||||||||
Look for resistance | ||||||||
Lead change | ||||||||
Launch the Initiative | Align operations | |||||||
Get the word out | ||||||||
Support the Change | Permeate the culture | |||||||
Monitor progress | ||||||||
Sustain the gains |
Evaluate and Adapt Plan | ||||||||||||
Success | Engagement | Excitement | Resources | Integration | Experience | |||||||
What early successes can we leverage to sustain the gains and to build momentum | Where do we need additional commitments such as leadershiup resources funds workforce time and focus | Where and how can we build excitement and energy around this change initiative | Are the resources allocated at the right time and right phase of the project | Is the change initiative integrated with other organizational initiatives or customer requirements | How can we learn from our experiences or others experiences to help this change initiative | |||||||
Action Results | |||||||||||||||||||||||||||||||||||||
Item or Process | Process Responsibility | Prepared by | |||||||||||||||||||||||||||||||||||
Unit of Improvement | Key Date | DFMEA Date (Orig) __________ (Latest Revision Date) _____________ | |||||||||||||||||||||||||||||||||||
Core team | |||||||||||||||||||||||||||||||||||||
Solution | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | Recommended Actions(s) | Responsible Person | Target Completion Date | Actions Taken | SEV | OCC | DET | RPN | |||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 | ||||||||||||||||||||||||||||||||||||
Check | 0 |
RPIreg Solutions and Criteria Matrix | ||||||||||||||||
Rating of Importance to Customer (1-10) | 10 | 10 | 10 | 10 | ||||||||||||
Solution Options | Key Critical Customer Requirements for Solutions (0 1 3 9) | ImportanceTotal | ||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 | ||||||||||||||||
0 |
TPM and OEE | ||||||||||||||
Availability | Performance | Quality | ||||||||||||
Breakdowns | Reduce speed | Defects | ||||||||||||
Set-up and adjustment | Idling and minor stoppages | Reduced yield | ||||||||||||
Availability | ||||||||||||||
Operating Time (mins) - Unscheduled Downtime (mins) | = | |||||||||||||
Operating Time (Minutes) | ||||||||||||||
Quality Rate | ||||||||||||||
Total Test Run -Defects (First Pass Yield) | = | |||||||||||||
Total Test Run | ||||||||||||||
Performance Efficiency | ||||||||||||||
Actual Total Test Run | = | |||||||||||||
Ideal Test Run (The Ideal Run is determined by design cycle time of process time available) | ||||||||||||||
OEE (Operational Equipment Effectiveness) | ||||||||||||||
Availability | x | Performance Efficiency | x | Quality Rate | = | |||||||||
Multi-Skilled Worker Matrix | |||||||||||
Date | |||||||||||
Letter | Level | ||||||||||
X | Cannot Perform Task | ||||||||||
O | Observing the Task | ||||||||||
T | Training on the Task | ||||||||||
P | Performing the Task | ||||||||||
C | Teaching the Task | ||||||||||
Name | Task A | Task B | Task C | Task D | Task E | ||||||
Cellular Flow | ||
(Example of Improved State) | ||
6S | ||
6S is a methodology that describes how a workplace should be organized for efficency | ||
SelectSort | ||
Set-In-OrderStraighten | ||
ShineSweep | ||
Standardize | ||
Sustain the Gains | ||
Safety |
Facilitating Change Communication Strategy | ||||||||||||
Mode of Communication | Announce the Project | Plan Your Project | Inspire People | Launch the Initiative | Support the Change | |||||||
Written | ||||||||||||
(Email Poster Newsletter | ||||||||||||
One-to-One | ||||||||||||
(Individual Meetings) | ||||||||||||
One-to-Many | ||||||||||||
(Staff Meetings) | ||||||||||||
Many-to-Many | ||||||||||||
(Events) | ||||||||||||
PublicSymbolic | ||||||||||||
(Press Sponsors) |
Communication Plan | ||||||||||||
Audience | Message and Goal | Media | WhereHow | Who | When | |||||||
Who are you communicating with | What do you need to communicate and what is your goal (eg Inform persuade make a decision) | How should you communicate (eg email voice mail posters staff meetings events one-on-one mailings) | Wherehow will this take place | Who is responsible for the communication | When will this be rolled out | |||||||
Takt Time | ||||
Takt Time = | Available Time | |||
Demand | ||||
Takt Time gt Lead Time (under capacity or the process can produce more) opportunities for future growth and development | ||||
Takt Time lt Lead Time (over capacity or the demand is greater than what the process can comfortably produce in the current state) process improvement opportunities | ||||
Takt Time = Lead Time (Capacity = Demand) may be process improvement opportunities |
GEMBA Walk | ||
Gemba means the real place | ||
Walk the process Observe Engage the individuals directly involved in the process Ask questions | ||
Be sure to allocate enough time to conduct the walk and be respectful of the individuals you are observing |
Spaghetti Diagram prior to improvement | ||||||||||||||
TMC Phone and Computer | ||||||||||||||
TMC | ||||||||||||||
CBM | ||||||||||||||
Seating | ||||||||||||||
Kiosk | Security Desk | Security Desk | ||||||||||||
Metal detector | ||||||||||||||
Metal detector | ||||||||||||||
Entrance | ||||||||||||||
to | ||||||||||||||
units | ||||||||||||||
Lockers | Front door | |||||||||||||
Step 1 Determine the process to be mapped and place that in a rectangle at the top in the middle In this case wersquore looking at an Order Entry process | ||
Step 2 Determine the supplier and customer and place those in ldquocrown-shapedrdquo shapes on the far left and right respectively | ||
Step 3 Draw two horizontal lines at the bottom of the page for value-added time and total cycle time | ||
Step 4 Determine the first step in your process and the last step in your process before the product reaches the customer and place those in squares on the far left and right respectively | ||
Then fill in each process step in between from left to right These are the squares you see on the map | ||
Step 5 Identify points between the process steps where work stops including wait time reviewinspection and transportation | ||
Wait is represented by a triangle review and inspection is represented by a diamond and transportation is represented as a person moving | ||
Step 6 Document relevant information flows | ||
Step 7 Calculate the amount of time spent on each aspect of the process and place the times on the total cycle time line | ||
Step 8 Determine which activities are value-added and place those on the value-added line | ||
Wersquoll talk more about value-added vs non-value added activities in just a second but in our process we only have 3 steps that are value-added | ||
Step 9 Determine where the biggest opportunities for improvement are by looking at the non-value added activities If this was your project what would you work on [Wait time] |
Measurement System Analysis | |||
Stability - Getting the same measurement on the same exact service event or product over time | |||
Linearity - A measure of the difference in accuracy or precision over the range of the measurement device | |||
Accuracy - Measurement matches actual value (Bias) | |||
Precision - Repeatability (Intra-rater reliability) | |||
- Reproducibility (Inter-rater reliability) |
Data Collection Tool | ||||||||||||||||||||
MEASUREMENT | DATA COLLECTION | |||||||||||||||||||
Characteristic to Measure | Desired Outcome | Input or Output | Operational Definition | Existing Metric YN | Data Source | Sample Size Frequency | Person Responsible | Method of Recording | Method of Reporting | |||||||||||
FMEA Number | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||||||||||||||
Item or Process | Process Owner | |||||||||||||||||||||||||||||||||
Date | Key Date | |||||||||||||||||||||||||||||||||
Core Team | ||||||||||||||||||||||||||||||||||
Process Step or Function | Input | Potential Failure Mode | Potential Effect(s) of Failure | Severity | Class | Potential Cause(s)Mechanisms of Failure | Occurrence | Current Process Controls Prevention | Current Process Controls Detection | Detection | RPN | |||||||||||||||||||||||
Include step from Process Map in all rows for sorting | Include input from Process Map in all rows for sorting | Failure or symptom evidenced in the output | Impact on the customer requirements | How Severe is the effect to the cusotmer | Causes to input failure Add row for each cause within stepInput | How often does cause or FM occur | Existing controls that prevent the cause or the Failure Mode | Existing controls that detect the cause or the Failure Mode before defects escape | How well can you detect cause or FM | 1 | ||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Check | ||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||||||||||||||||||||||||||||||||||||
CAUSE AND EFFECT (FISHBONE) DIAGRAM | ||||||||||||||||||||||||||||||||||||||||||||||||
Measurement | Materials | Method | ||||||||||||||||||||||||||||||||||||||||||||||
Problem Statement | ||||||||||||||||||||||||||||||||||||||||||||||||
Environment | Manpower | Machine | ||||||||||||||||||||||||||||||||||||||||||||||
Fishbone Diagram | ||||||||||||||
People | Methods | Materials | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Problem Statement | ||||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Cause | Cause | Cause | ||||||||||||
Environment | Technology | Measurement |
5 Whys | ||||||||
Step 1 Gather the team together and write down the specific problem that is occurring | ||||||||
Step 2 Ask the team why the problem happens and write down the response | ||||||||
Step 3 Then ask why that is happening and continue to ask why until the team is in agreement that the root cause of the original problem has been identified | ||||||||
Problem Statement | ||||||||
Solution | ||||||||
Cause and Effect Matrix Tool | ||||||||||||||||||||||||||||||||
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | ||||||||||||||||||
Rating of Importance to Customer rarr Richard Morrow Richard MorrowWeight the outputs in this row Use any numbers with high being more importantb | ||||||||||||||||||||||||||||||||
darr List Key Process Outputs (Ys) darr | ||||||||||||||||||||||||||||||||
Process Step | Process Inputs (xs) | ImportanceTotal | ||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
0 | ||||||||||||||||||||||||||||||||
Paste only the key process output variables found on the Process Map These are the big Ys of the customer | ||||||||||||||||||||||||||||||||
Paste all process input variables by process step | ||||||||||||||||||||||||||||||||
Have customer rate each output (Or survey customers for ratings) | ||||||||||||||||||||||||||||||||
Rate each input variables relationship to each output variable | ||||||||||||||||||||||||||||||||
Sort and select the inputs with the highest value | ||||||||||||||||||||||||||||||||
Proceed to Potential Failure Modes and Effects Analysis | ||||||||||||||||||||||||||||||||
Tip Some Belts find it easier to continue across all outputs while rating an input Vs working vertically | ||||||||||||||||||||||||||||||||
List the high level steps to your process | |
Click in the box and begin typing |
SIPOC | ||||||||||
Process Map InputOutput Style | ||||||||||
Belt Name | ||||||||||
Process Name | ||||||||||
Purpose List all inputs classified by process step | ||||||||||
Tip Characterize the process into 4-7 steps Start with the first step and the last step on your charter and divide the process into meaningful middle steps | ||||||||||
Supplier | Input | Process Step | Output | Customer | ||||||
A WWW is a simple action plan mdashwhat needs to be done who is responsible for getting it done and when they can get it done by | ||||||||||||
Use a WWW after each tool to capture any action steps | ||||||||||||
What | Who | When | ||||||||||
GRPI (Goals Roles Processes and Interpersonal) Analysis | ||||||||||||
Rate the Teams Effectiveness | Low | High | ||||||||||
GOALS - How clear and in agreement are we on the mission and goals of our team and projects | 1 | 2 | 3 | 4 | 5 | |||||||
ROLES - How well do we understand agree on and fulfill the roles and responsibilities for our team | 1 | 2 | 3 | 4 | 5 | |||||||
PROCESSES - How well do we understand and agree on the way in which well approach our project and our team | 1 | 2 | 3 | 4 | 5 | |||||||
INTERPERSONAL - How well are the relationships on our team working How open trusting and accountable are we | 1 | 2 | 3 | 4 | 5 | |||||||
OTHER AREAS WE NEED TO DISCUSS | ||||||||||||
Cultural Roadblocks | ||||||||
Aspect of Culture | Roadblock | Current or Potential | Action Steps | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision Making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
Operational Assessment | ||||||
Element | Level of Impact High Med Low | Action | ||||
Staffing Selection and Succession | ||||||
Organization Design and Reporting Structure | ||||||
Training and Development | ||||||
Goals and Measures | ||||||
Rewards and Recognition | ||||||
Communication | ||||||
Rules and Policies | ||||||
Information Systems | ||||||
Physical Environment | ||||||
Financial Resources | ||||||
Leadership Assessment | ||||||
Rate your current ability to | Implications | Changes Needed | ||||
(Scale 1=Low 10=High) | ||||||
Learn from Mistakes | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Reward Pioneers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Protect risk takers | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Maintain focus | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Learn to live with ambiguity | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Deliver consistent reinforcement | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Devote time | ||||||
1 2 3 4 5 6 7 8 9 10 | ||||||
Move on when necessary | ||||||
1 2 3 4 5 6 7 8 9 10 |
Resistance Analysis | ||||
Types of Resistance | Reasons for Resistance | |||
Technical | ||||
Political | ||||
Cultural | ||||
Individual | ||||
Barriers to Success | ||||||||||||||||
Type of Barrier | Specific Barriers to Success | Level of Impact | X | Level of Influence | = | Priority Score | Actions Needed | |||||||||
High = 9 | High = 9 | |||||||||||||||
Medium = 5 | Medium = 5 | |||||||||||||||
None = 1 | None = 1 | |||||||||||||||
Physical Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Relationship Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Financial Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Political Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Policy Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 | ||||||||||||||
Cultural Barriers | X | = | 0 | |||||||||||||
X | = | 0 | ||||||||||||||
X | = | 0 |
AttitudeInfluence Matrix | |||||||||||
Positive | |||||||||||
Attitude | |||||||||||
Negative | |||||||||||
Influence | |||||||||||
A LITTLE | A LOT |
List the stakeholders | ||||||||||||||||||||||||
Put an X on the current level of support | ||||||||||||||||||||||||
Put an O on where you would like them to be | ||||||||||||||||||||||||
The next step would be to list any issues or concerns for each stakeholder along with what their ldquowinsrdquo would be | ||||||||||||||||||||||||
Key Stakeholder Name | Resistant | Skeptical | Neutral | Supportive | Enthusiastic | Issues or Concerns | Wins | Action ItemsStrategy to Influence | ||||||||||||||||
To begin the task getting your key stakeholders involved you first need to know who they are | |||||||||||
The ARMI analysis is a tool that helps you find them by brainstorming all the possible stakeholders and what their role is in the project | |||||||||||
The A stands for approversmdashthose who can make decisions | |||||||||||
The R stands for resourcemdashindividuals with knowledge that can contribute to the projectrsquos success but who are unable to attend every team meeting | |||||||||||
M stands for membermdashthose with critical knowledge who fully participate in the team meetings and work plan | |||||||||||
I stands for interested partymdashstakeholders who are interested in the projectrsquos outcome | |||||||||||
Key stakeholders | Role in Project Phase | ||||||||||
Start-up | Implementation | Evaluation | |||||||||
Impact Assessment | ||||||||||
Our Project | Who will be impacted by our project | How will they be impacted | Level of Impact | Actions Needed | ||||||
(High Medium or Low) | ||||||||||
More of Less Of | |||||||||
More of | Less of | ||||||||
Goal statements should define a target (finish line) | ||
Goal statements ensure that project sponsors project champions stakeholders and team members understand what the team will accomplish including the magnitude of the change proposed and when the goal will be met | ||
Consider the following SMART elements when creating your goal | ||
Specific - States desired results as well as key steps short to the point and direct | ||
Measurable -Establishes objectives such as quality quantity cost and timeliness identifies methods for gathering performance data | ||
Attainable - Establishes a stretch goal that is challenging yet achievable | ||
Relevant - Ensures the goal is important to the operationrsquos strategy tied to a strategic metric | ||
Time-Bound - States explicit time frames and deadlines for achieving goals and key milestones |
Kano Analysis | |||||||||||
Survey Design | ||
If direct access to the customers is not available consider developing and conducting a survey or questionnaire to capture the Voice of the Customer | ||
Prior to developing a survey identify the goals of the survey The questions asked within the survey should be driven by what information is needed (Satisfaction Quality Productivity Loyalty Value) | ||
Need to determine who will receive the survey Surveying the entire population would be ideal however it could be time consuming and costly if you have a large population If that is the case consider using a sample which is a subset of the larger population | ||
Sampling is fine as long as it is representative of the larger population | ||
Consider the types of questions you want to ask whether it is appropriate to use open-ended versus close-ended questions | ||
Try and limit the survey to 5 minutes (5 - 10 questions) | ||
Think about the contentwording It is critical to have operational definitions where needed to ensure that every responder will interpret the question the way it was intended to be interpreted | ||
Each question should have a purpose be clear and complete be short ask only one question be in order be non-biased and be independent | ||
Answer options should be clearand complete take into consideration a respondents level of knowledge cover all options (otherneutral) be independent and be scaled consistently | ||
An effective survey should have an introductory letter | ||
The survey should have a standardized format | ||
The actual survey should begin with demographics pertinent to the questionnaire and be followed by close-ended questions and then open-ended questions and it should end with a closing statement thanking the responder for their time | ||
Pilot Test the survey (Bad survey out Bad data in) |
Voice of Customer QFD Tool | |||||||||||||||||||||||||||||||||||||||||||||
Top 3 Wants by team | Top 3 votes by Team | By organizationindividual | By organizationindividual | By organizationindividual | |||||||||||||||||||||||||||||||||||||||||
Idea | A List Customer NeedsWantsFeatures | B Importance of each feature to your team We will force rank all needswantsfeatures for the most valued | C Customer Satisfaction in this needwantfeature from the Customer or Customer Focus GroupPlease rank using a scale from 1-10 with 10 for excellent | D Satisfaction from alternative (competitor) if any in this needwantfeature Please rank using a scale from 1-10 with 10 for excellent | E Goal in Satisfaction - If you desire a change in Customer Satisfaction in this needwantfeaturePlease rank using a scale from 1-10 with 10 for excellent | Improvement Ratio= GoalCustomer Satisfaction in this value | Sales Point - Please rank your ability to recommend The Joint Commission to your colleagues if we improved in this dimension using a scale of 1-10 with ten being sure to recommend if TJC improved in this dimension | Raw Weight=ImportanceXImpr RatioXGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | These are the most valued features from the Customer Focus Group | Improvement Ratio | Raw Weight=ImportanceImprovement RatioGoal | Normalized Raw Weight = Raw WeightSum Raw Weights | ||||||||||||||||||||||||||||||||
1 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
2 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
3 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
4 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
5 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
6 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
7 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
8 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
9 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 10 | 0 | 0 | 10 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 | ||||||||||||||||||||||||||||||||||||||||
10 | 0 | 0 | 10 | 0 | 0 |
CTQ Tree | ||||||||||||||||
Needs | Needs (More Specific) | CTQs | Metric | |||||||||||||
CTQ 1 | Metric 1 | |||||||||||||||
Specific Need 1 | ||||||||||||||||
CTQ 2 | Metric 2 | |||||||||||||||
Need | ||||||||||||||||
CTQ 3 | Metric 3 | |||||||||||||||
Specific Need 2 | ||||||||||||||||
CTQ 4 | Metric 4 | |||||||||||||||
CTQ 5 | Metric 5 | |||||||||||||||
Specific Need 3 | ||||||||||||||||
CTQ 6 | Metric 6 | |||||||||||||||
Voice of the Customer | ||
Intro Letter for Survey | ||
[Date] | ||
Dear [Name of Customer] | ||
[State the Purpose and Value to the Customer] | ||
Example | ||
Please take a couple of minutes to help us improve your next experience with [Organization Name] Simply share your thoughts by answering a few questions This survey will take no longer than five minutes to complete | ||
All information about you will be kept confidential and not given to any third parties | ||
If you have any questions or concerns please contact | ||
[Name of Individual] | ||
[Organization] | ||
[Role] | ||
[Phone Number] | ||
[Email] | ||
Closing Letter for Survey | ||
Thank you for sharing your thoughts with us We promise to use your valuable time to continuously improve your experience with [Organization] | ||
If you wish for the [Organization] to contact you as a follow-up to this survey please share your | ||
middot Name E-mail Andor telephone number | ||
Or please contact us at [Phone Number] Example 1-800-- |
To complete this tool simply ask team members to brainstorm what is included and excluded in the scope of work for the project and discuss any differences | ||||||||
You might consider using categories such as What Where When Who Timing etc to ensure all aspects have been considered | ||||||||
Includes | Excludes | |||||||
Data What factual information do we need | ||
Internal data | ||
External data | ||
Demonstration Who is doing it well | ||
Best practices | ||
Benchmarks | ||
Demand Who or what is driving the change | ||
RegulationsRequirements | ||
Leadership Champion | ||
To use this tool define ldquoshort termrdquo and ldquolong termrdquo based on the timeline for your project | |||||||||
Then brainstorm the threats if we do nothing and the opportunities with success in both the short term and long term | |||||||||
Make sure the team concentrates on threats if we do nothing (not what could go wrong if we try) How does this help build the need for change | |||||||||
Threats if we do nothing | Opportunities with success | ||||||||
Short-Term | |||||||||
Long-Term | |||||||||
RPIreg Project Charter (Belts) | |||||||||||
Project Title | Created by | ||||||||||
Date | |||||||||||
Project Critical to Quality (CTQs) Factors | Project Management Factors | ||||||||||
1 | Voice of the Customer | 6 | Project Scope | ||||||||
Problem Statement (What is the problem Where does this problem occur How does it impact the customer) | Process begins and ends | ||||||||||
Process includes and excludes | |||||||||||
Primary Customer (Who is the key beneficiary of the improvement) | Non-negotiables | ||||||||||
7 | Goal Statements | ||||||||||
2 | Unit of Improvement (What is being measured) | (SMART goals specific measurable attainable relevant timebound) | |||||||||
Primary goal target | |||||||||||
3 | Defect (What indicates it is not good enough) | Secondary goal target | |||||||||
8 | Project Plan - What amp When | ||||||||||
4 | Voice of the Business | What are Milestone Expectations | |||||||||
Business Case Justification (Quantify the problem Ask so what) | Date When Project will be Completed | ||||||||||
__ Kick Off-Project initiated | __ Analyze-Root causes validated | ||||||||||
__ Define-Charter signed | __ Improve-Improvement piloted | ||||||||||
__ Measure-Baseline obtained | __ Control-Sustainability planned | ||||||||||
9 | Project Team - Who | ||||||||||
SponsorSignature | |||||||||||
Financial Opportunity (List savings or returns if goal targets are met) | ChampionSignature | ||||||||||
MentorSignature | |||||||||||
5 | Enterprise Strategic Alignment | Process Owner (only if not Champion) | |||||||||
(indicate primary) | Finance | ||||||||||
__ TBD | Project Leader(s) | ||||||||||
__ TBD | Core Team (list) | ||||||||||
__ TBD | |||||||||||
__ TBD | Subject Matter Experts (list) | ||||||||||
To be completed by SPONSOR Are you comfortable with sharing the Project Summary of this project on the RPI site YES NO |
15 Words Tool- | |
About the Tool | |
The 15 words tool helps the team define their project by challenging team members to think about the key words and phrases that are most important This tool is a great way to engage all team members and it is useful to test for alignment in everyonersquos perceptions | |
How to Use The Tool | |
middot Ask each team member to write a 15-word definition of the project and post the definitions for all team members to see | |
middot Circle all unclear words and clarify understanding Underline common words and phrases Place a checkmark by an language that makes anyone uncomfortable or doesnrsquot seem to quite fit | |
middot Then work together to create one statement to serve as the project definition |
Cultural Landscape Map | ||||||||
ASPECT OF CULTURE | WHATrsquoS IT LIKE HERE | WHAT COULD BE THE IMPACT (OF THE PROPOSED CHANGE INITIATIVE) | ACTION ITEMS | |||||
Values and Beliefs | ||||||||
Norms and Assumptions | ||||||||
Attitudes | ||||||||
Behaviors | ||||||||
Decision-making | ||||||||
History and Artifacts | ||||||||
Symbols | ||||||||
Ceremonies and Celebrations | ||||||||
Heroes | ||||||||
Stories Legends and Jokes | ||||||||
PlusDelta | ||||||
Notate positive thingsitems under the Plus side | ||||||
Notate thingsitems the group or a person would like to see changed under the Delta side | ||||||
When reviewing with the group start with Delta side and end on the Plus side | ||||||
PLUS + | DELTAS | |||||
Parking Lot | ||
Note problems are solutions that are relevant but outside the scope of your meeting | ||
Parking Lot | ||
Roles | ||
Facilitator- Prepares the meeting agenda leads the discussion guides the group through various activities to achieve objectives | ||
Scribe- Captures ideas as they are discussed ensures everyone can read notes taken makes sure all notes are organized | ||
Leader- Sponsors the meeting introduces the issue and provides scope boundaries and vision answers questions | ||
Process checker- Keeps the team on task maintains focus on the topic being discussed | ||
Time keeper- Keeps the track of the timing for each activity ensures agreed-upon time frames are adhered to | ||
Presenter- Leads discussion of the groups work to others |
PAGER | ||
Purpose- What is the meeting about | ||
Agenda- How are you going to get it done | ||
Ground Rules- What rules will we will live by during our meeting today | ||
Expectations- What is our goal today | ||
Roles- Whos who |
Phase | Key Question | Tool | Page in book | ||||
Define | What is the problem | 15 words | |||||
Define | What is the problem | Project Charter | |||||
Define | Why is it important | Threats vs Opportunity Matrix | |||||
Define | Why is it important | 3Ds Matrix | |||||
Define | Why is it important | Project Charter | |||||
Define | Who is the customer | Project Charter | |||||
Define | What is the project scope | IncludesExcludes | |||||
Define | What is the project scope | Project Charter | |||||
Define | what does the customer want | Voice of the Customer | |||||
Define | What is critical to quality | Critical to Quality | |||||
Define | What is critical to quality | Quality Function Deployment | |||||
Define | What is critical to quality | Survey Design | |||||
Define | What is critical to quality | Kano Model | |||||
Define | What is the goal | SMART | |||||
Define | What is the goal | More OfLess of | |||||
Define | What is the goal | Project Charter | |||||
Define | What are you going to improve | SMART | |||||
Define | What are you going to improve | Project Charter | |||||
Define | By how much are you going to improve it | Project Charter | |||||
Define | By how much are you going to improve it | SMART | |||||
Define | By when are you going to improve it | SMART | |||||
Define | By when are you going to improve it | Project Charter | |||||
Define | Who are your key stakeholders | ARMI | |||||
Define | Who are your key stakeholders | Project Charter | |||||
Define | Can you anticipate any resistance to the project | Stakeholder Analysis | |||||
Define | Can you anticipate any resistance to the project | Resistance Analysis | |||||
Define | What is the project time line | WWW | |||||
Define | What is the project time line | Project Charter | |||||
Define | What does the current state look like | SIPOC | |||||
Define | What does the current state look like | Process Map | |||||
Measure | What inputs have the biggest effect on the things that are critical to quality for the customer | Cause and Effect Matrix | |||||
Measure | What could go wrong with these key inputs | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is the complete flow of your process | Value Stream Map | |||||
Measure | What is the complete flow of your process | Gemba Walk | |||||
Measure | What is the complete flow of your process | Spaghetti Diagram | |||||
Measure | What areas should be focused on | Gemba Walk | |||||
Measure | What could go wrong within your focus areas | Process Failure Mode and Effects Analysis | |||||
Measure | What are the probable causes for this | Process Failure Mode and Effects Analysis | |||||
Measure | Can your process meet customer demand | Takt time | |||||
Measure | What are you going to measure | Data Collection Plan | |||||
Measure | How are you going to measure it | Data Collection Plan | |||||
Measure | How accurate and reliable is the data | Measure System Analysis | |||||
Measure | What is your baseline performance | Statistical Process Control Chart | |||||
Measure | What is your baseline performance | Process Capability | |||||
Measure | How are you going to communicate your progress to stakeholders | Dashboard | |||||
Measure | How are you going to communicate your progress to stakeholders | Communication Plan | |||||
Measure | How are you going to communicate your progress to stakeholders | Stakeholder Analysis | |||||
Measure | Where should you focus change management efforts | Change Assessment | |||||
Measure | Where should you focus change management efforts | Stakeholder Analysis | |||||
Analyze | What does the data show | Graphical Tools | |||||
Analyze | Statistical Significance | Graphical Tools | |||||
Analyze | Practical Significance | Graphical Tools | |||||
Analyze | What are the validated root causes | Hypothesis Test | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Dashboard | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Communication Plan | |||||
Analyze | How are you going to communicate your findings to key stakeholders | Stakeholder Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Facilitated Meeting | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Brainstorming | |||||
Improve | What are the best soltions | Facilitated Meeting | |||||
Improve | What are the best soltions | Solution and Criteria Matrix | |||||
Improve | What are the best soltions | Prioritazation Tools | |||||
Improve | How are you going to test your solutions | Piloting | |||||
Improve | How are you going to test your solutions | Design Failure Mode and Effects Analysis | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Measurement System | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Graphical Tools | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Return On Investment | |||||
Improve | How do you know your solutions are truly improvements and not just changes | Statistical Tools | |||||
Improve | Where should you focus change management efforts | Change Assessment | |||||
Improve | Where should you focus change management efforts | Stakeholder Analysis | |||||
Improve | Where should you focus change management efforts | Resistance Analysis | |||||
Improve | Where should you focus change management efforts | Force Field Analysis | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | 6S | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Total Production Maintenance | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Cellular Flow | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Multi-Skilled Worker | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Mistake Proofing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Set-Up Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Small Lot | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Lead-Time Reduction | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Demand and Production Smoothing | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Pull Replenishment | |||||
Improve | What are all of the possible solutions targeted to improve the validated root causes | Inventory Reduction | |||||
Control | How will you know your improvements are being sustained | Measurement System | |||||
Control | How will you know your improvements are being sustained | Statistical Process Control Chart | |||||
Control | What could go wrong with the improvements | Design Failure Mode and Effects Analysis | |||||
Control | What could go wrong with the improvements | Operational Assessment | |||||
Control | What could go wrong with the improvements | Control Plan | |||||
Control | How can you prevent this from happening | Jidoka | |||||
Control | How can you prevent this from happening | Autonomation | |||||
Control | How are you going to make the improvements a part of your routine | Standard Work | |||||
Control | How are you going to make the improvements a part of your routine | Visual Management | |||||
Control | How will you celebrate success | Stakeholder Analysis | |||||
Control | How will you celebrate success | Rewards and Recognition | |||||
Control | Can your improvements be applied to other areas (Scroll and Replicate) | Control Plan | |||||
Control | How are you going to hand off your project to the process owner(s) | Design Failure Mode and Effects Analysis | |||||
Control | How are you going to hand off your project to the process owner(s) | Control Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Communication Plan | |||||
Control | How are you going to communicate the project close to key stakeholders | Stakeholder Analysis | |||||
Control | How are you going to communicate the project close to key stakeholders | Control Plan |