Nuts & Bolts of PI-II at WBH
•Understanding Performance Improvement
•Overview of Deployment Model
Presented by Jayant Trewn Ph.D., Faculty and Master Black Belt
Beaumont University
1
Components of a Culture Change
Culture Change
Criteria
WBH Status
Empower Staff to Enable Change
Top Leadership Sponsorship
Provide a support structure for
projects and frontline staff
Mentors and Experts - MBB,
BBs and GBs on board
Self Sustaining
Structured Approach
Method for spread
Learn - Practice - Train
environment for Ybs
PI-II Structured Project
Guide
Snowball from grassroots
campaign
Provide Knowledge and training
Beaumont University
Motivation driven by rewards
Linked to Pay for
Performance
2
PI-II Environment
Margins
Green
Belt
Lean
Expert
Cost
COST
Process
Capability
Lean/Waste
removal
Facilitator – Black Belt
3
Performance Improvement
Models
Improvement
Model
Primary Theory
Intended Effect
Improve performance
PDCA - Rapid
through incremental
Cycle Improvement process changes
Achieve pre-defined
measures of success
Six Sigma
Reduce process
variation
Reduce variation in
complex processes
Lean Thinking
Remove waste
Create value-added
processes
4
PDCA Overview
5
Quality : the old view
•Products and services that
are exactly to specifications
•In many cases even outside
the specifications
6
The TQM view
•
Products and services
that totally satisfy the
customer’s needs and
expectations in every
respect on a continuous
basis. In fact they do
not just satisfy but
delight the customer
7
Quality is customer
delight
8
Q: What delights the
customer?
•
product quality
cost
delivery
service
•
All these constitute
•
•
•
Q
9
Total
•
T = Quality of
all products
– all services
– all processes
–
– Team
work - all employees -
working together to achieve
Q
10
Management
•
M = Management
– integrated approach
– proper problem solving
methodology
– continuous improvement
11
The TQM Model
JIT : just when customer wants it
exposes problems
TQC : problem solving methods
kills problems
TEI : total employee involvement
people are the key
World
World Class
Class
JIT
TQC
TEI
‘If you don’t improve you
deteriorate’
Through
Throughcontinuous
continuous
improvement
improvement
12
Total Quality Control
TQC - The heart of TQM
13
TQM vs. Problem
Water high problems hidden
Water lowered problems exposed
Water reduced problems minimised
problems
14
Quality target
• Target is 100% not even 99.9%
– 2-3 rail accidents every day
– 25 bombs off target in Kosovo
15
100% inspection
• “The necessity of training farm hands for the
first class farms in the fatherly handling of
farm livestock is foremost in the minds of farm
owners. Since the forefathers of the farm
owners trained the farm hands for the first
class farms in the fatherly handling of farm
livestock, the farm owners feel they should
carry on with the family tradition of training
farm hands of first class farms in the fatherly
handling of farm live stock because they
believe it is the basis of good fundamental
farm management.”
16
How to kill problems - PDCA
• Problem solving
– seven steps
– data - in god we trust, the rest of us bring data
• fact finding
• 7+ 7 QC tools
• Continuous improvement - PDCA
• Maintenance of improvement - process control average and variability
• Systems and procedures - Standard Operating
procedures
• People and systems - who is the problem?
17
7 QC tools
•
•
•
•
•
•
•
stratify data
Pareto diagram
cause and effect diagram
histogram
scatter diagram
check sheets
control charts
18
7 new quality management
tools
•
•
•
•
•
•
Affinity diagram
Interrelationship digraph
Prioritization matrices
Matrix diagrams
Tree diagram (systematic diagram)
Process Decision Program Chart
(PDPC)
• Activity Network Diagram
19
20
Six Sigma Problem Solving
21
What is Six Sigma?
• A business philosophy and initiative that
enables World Class quality and continuous
improvement to achieve the highest level of
Customer Satisfaction. 1
• Yields dramatic bottom line results by
redesigning and monitoring activities to
minimize cost and resources
• Drives companies to reduce variation,
increase quality, and generate increased
customer responsiveness.
1Black Belt
Memory Jogger, 2002 Goal/QPC and Six Sigma Academy
22
What is Six Sigma?
• A comprehensive and flexible program for achieving,
sustaining and maximizing business success that:
– Is uniquely driven by a clear focus on the “Voice of the Customer”
– Is founded in a rigorous use of facts, data and statistical analysis
– Provides for diligent attention on managing, improving and
reinventing business processes.
– Is a management methodology with three perspectives:
• A Measure of Quality
• A Process for Continuous Improvement
• An Enabler for Cultural Change
23
A Measure of
Quality:
• Six Sigma is a
statistical measure that
expresses how close a
service process comes
to its quality goal
• Six Sigma refers to a
process that produces
only 3.4 defects per
million opportunities
Sigma
DPMO
Yield
2
308,537
69.1463%
3
66,807
93.3193%
4
6,210
99.3790%
5
233
99.9767%
6
3.4
99.9997%
24
Six Sigma Problem Solving
• Variation Reduction
• Project Management Tool
– Structured Project Guide
25
Six Sigma Vision
• Every project will contribute to profitability
and meeting customer needs
Six Sigma Strategy
• Need to balance needs of customer and
company so both are happy
26
What is Six Sigma?
• Drives your company to work in a proactive
mode and focus on prevention
• Utilizes data and statistical tools to improve
processes
27
Six Sigma Roles
•
•
•
•
•
•
Black Belts
Master Black Belts
Green Belts
Executive Sponsors
Champions
Process Owners
28
What is Variation?
29
Service Process Variation
• Variations in inputs to process
• Variations in process execution
• Variation in outputs of process
30
Defining KPOV and KPIV
31
KPOV & KPIV
Y
=
f (x)
KPOV
KPIV
Key Process Output Variable
Key Process Output Variable
32
Key Process Output Variable
Customer
Needs / Data
Supplier
Inputs
Process Data
Processes
Outputs
Customer
Output Measures (KPOVs)
 Performance outcomes
 More direct and short term
 Easy to quantify & dashboard-able
Process Measures (KPIVs)

How effectively the process is working

Possible to Quantify
33
KPOV
Example
Output(s)
Key Process Output Variable
Strength
Aroma
Coffee
Quantity
Taste
‘Hot-ness’
34
KPIV
Input(s)
Ingredient list
Milk
Water
Sugar
Key Process Input Variable
Completeness
Fat Content
Quantity
Quantity
Type - Ordinary (or) Mineral
Quantity
Type - Sacrine, Sugar grains, Sugar cubes
Quantity
Coffee Powder
Chicory %
Type - instant or filter
35
KPIV Classification
Input Type
Description
Controllable
KPIVs that can be changed to see the
effect on KPOVs, also known as knob
variables
Critical
Inputs whose variation will impact
KPOVs
Uncontrollable
(difficult / unable
to control)
Input variables that impact the KPOV’s
but are difficult to control.
Example: Environmental variables such
as humidity, temperature etc…
Not controlled
Inputs that are uncontrollable but
chosen not to be controlled
36
Input 1
Input 2
Input 3
……..
Input n
People
Machines
Output 1
Output 2
Output 3
……..
Output z
Process
Methods
Materials
Control KPIVs
Monitor KPOVs
Desired Outcomes
Design Process
Noise 1
Noise 2
…….
Noise m
Controllable factors
The Six Sigma Model
Uncontrollable factors
Absorb variation
37
Clean Set
Complete Set
Missing instrument list
Timely set delivery
Organized as set
Replacement instruments
Set tray
CPD Techs
ORAs
Decon m/c
Sterlizer
Labeled Set
No missing inst
No dirty inst
No broken inst
Sterilized inst
Set Processing
Set Assy
Procedure
Kim guards
Control KPIVs
Damaged
instrument
Monitor KPOVs
Desired Outcomes
Process: Preparing Carts in CPD for OR cases
Sub Process: Process Sets - Assembly
Broken
Instrument
Controllable factors
Example of The Six Sigma Model
KPOV/KPIV
Absorb variation
Uncontrollable factors
38
DMAIC Methodology:
39
PDCA – Six Sigma MAP
1. Define Problem
2. Identify
Customer
3. Identify CTQ
4. Map Process
5. Refine Project
Scope
6. Update Project
Charter
1. Conduct ErrorProofing
2. Develop Long Term
Measurement Plan
3. Implement Control
Charts
4. Develop SOP and
Training Plan
1. Identify Metrics
2. Determine Data
3. Develop Data Collection
Plan
4. Collect Data
1. Select Analysis
Tools
2. Graphically
Represent
Results
3. Identify Sources
of Variation
1. Generate
Improvement
Opportunities
2. Select Best Alternative
3. Map New/Improved
Process
4. Conduct FMEA
5. Pilot Solution
6. Validate Improvement
40
Structured Project Guide
• What is a Structured Project Guide?
– Structured approach – ensures success
• Objectives of guide
– Plan
– Guide
– Track progress
– Review
– Evaluate
– Document
41
Structured Project Guide
Framework
• Tollgate Model – 8 Tollgates
– Travel to a Tollgate
– Pay Toll
– Start journey to next Tollgate
• Structured progress
• Progress tracking
– Tollgate reviews
42
Approach Guide Tollgates
• DEFINE
• Tollgate 1
• Tollgate 2
• MEASURE
• Tollgate 3
• ANALYZE
• Tollgate 4
• Tollgate 5
• IMPROVE
• Tollgate 6
• Tollgate 7
• CONTROL
• Tollgate 8
43
Lean in Healthcare
44
Lean Thinking
45
A. A. Milne
Winnie-the-Pooh
Here is Edward Bear,
coming downstairs now,
bump bump
bump
on the back of his head,
behind Christopher Robin.
It is, as far as he knows, the only way of coming
down stairs, but sometimes he feels that there really
is another way, if only he could stop bumping for a
moment and think of it.
46
The Concept Behind Lean
Thoughtware...
Significant Sustainable
Competitive Advantage
Lean Behavior
Lean
Thoughtware
47
Lean Thoughtware
1. Value can only be defined from the end user
customers perspective (Value)
2. To deliver customer value, the “waste” must be
removed from the customer delivery process.
(Value Stream)
3. Once the waste is removed, the value must be
linked together in a continuous flow (Flow)
4. The flow must deliver to the exact customer
requirements (pull)
5. Additional waste is eligible to be removed
(continuous improvement)
48
A Customer Perspective …is a
Lean Perspective
To be customer focused..an organization must be
process and lean focused
“Our processes, more than our products or
services tell us where and how we are best
prepared to compete"
49
What is Lean?
Lean is a Disciplined, Process Focused
“Production” System* whose objective is to
minimize the consumption of resources
that add no value to a product or
service…meaning: Lean is the
identification and elimination of “muda” or
“waste”.
50
About Lean
• The disciplined process focused
production system known a Lean
production was born out of the Toyota
Production System
“ The Toyota production System, however
is not just a production system. I am
confident it will reveal its strengths as a
management system…”
Source:T.Ohno, Toyota Production System (1988)
51
5 Critical Concepts of Lean
1.
2.
3.
4.
5.
Lean Thoughtware and Application are
based on 5 Critical Concepts:
Specify Value
Identify the Value Stream
Make the Value “Flow”
“Pull” to Customer Demand
Pursue Perfection
52
Not Just a Manufacturing thing
Analysis of Cycle times and Value Adding Activities in White Collar
Processes
Source: Blackburn, Time Based Competition)
Industry
Process
Average
Cycle time
Value Adding
Time
% Value
Added
Life
Insurance
New Policy
Application
72 hours
7 min
0.16%
Consumer
Packaging
New Graphic
Design
18 days
2 hours
0.14%
Footwear
Prototype
Development
25 weeks
2 days
2.60%
Commercial
Bank
Consumer Load
24 hours
34 min
2.36%
Hospital
Patient Billing
10 days
3 hrs
3.75%
Motor
Vehicle
Equipment
Financial Endof Month
Closing
11 days
5 hrs
5.60%
Airframe
MFR.
Engineering
21 days
1.75 days
Source:Blackburn, Time Based
Change Orders
Competition.
8.5o%
53
Nationally Known Healthcare
Systems using Six Sigma
• BJC Healthcare
• Catholic Healthcare West
• Good Samaritan Health
System
• Johns Hopkins
• Mayo Clinic
• New England Medical
Center in Boston
• NewYork-Presbyterian
Hospital
• North Shore Long Island
Jewish Health System
• St. John Health (SJH)
• St. Jude Medical
• Stanford University
Medical CenterDepartment of Radiology
• Trinity Health
• University of Virginia
(UVA) Medical Center
• M. D. Anderson Cancer
Center
• Yale-New Haven Hospital
54
Organizations that admit to using
Lean Techniques
•
•
•
•
•
•
•
Toyota
•
General Motors
•
Dell
•
Oracle
•
Southwest Airlines
•
Mayo Clinic
•
University of Michigan Health
System
DaimlerChrysler (LaSorda)
Ford Motor Company
Boeing
McKinsey & Company
U.S. Army
Lockheed Martin
55
Organizations that are teaching
Lean Techniques
•
•
•
•
•
•
•
•
Harvard
MIT
JCAHO
Purdue
University of Michigan
Oakland University
Oakland Community College
Institute for Healthcare
Improvement
• AICPA
• GE Healthcare
• Agency for Healthcare
Research and Quality
• Michigan Center for Nursing
• American College of
Healthcare Executives
• American Society for
Healthcare Engineering
56
57
What is Lean in Health Care?
“The endless transformation of waste into
value from the customer’s perspective”.
Womack and Jones, Lean Thinking
58
Lean in Health Care?
• Can healthcare use
- the Toyota Production System:
- product development
- production
- supplier management
- customer support
- planning
- to transform waste into value?
• Can a health system use:
- fewer inputs (time, human effort, materials)
- than traditional care process
- to produce a wide variety of “products”
- with fewer “defects” more quickly with less stress?
• Lean is not about working harder or faster, it is about
finding waste and transforming it into value our
customers want.
59
The 5 Steps of Lean
Can Work in Healthcare
• Specify value from customer’s perspective
• Identify the value stream for each product, and
remove the waste
• Make value flow without interruptions from
beginning to end
• Let the customer pull value from our process
• Pursue perfection
– continuous improvement
– Do this every day in all our activities
Source: Womack & Jones: Lean Thinking
60
The clinic appointment
• You call the clinic, go through 3 voice prompts, are
put on hold, and leave a message
• The clerk calls you back and sets a date in 3 weeks
• You arrive for the visit, check in, sit in waiting room
• You are called into the exam room, wait for doctor
• The doctor sees you, saying she’s been waiting for
you to arrive; diagnoses a URI, and BP is worse
• The doctor prints an antibiotic prescription, goes to
the staffroom to get it. You are allergic to that drug.
• You wait to pick up the prescriptions.
• The doctor says she wants to see you back in a
week, no appointment is available.
• The MA does an EKG.
61
The clinic appointment
• You call the clinic, go through 3 voice prompts, are
put on hold, and leave a message
• The clerk calls you back and sets a date next week
• You arrive for the visit, check in, sit in waiting room
• You are called into the exam room, wait for doctor
• The doctor sees you, saying she’s been waiting for
you to arrive; diagnoses a URI
• The doctor prints an antibiotic prescription, goes to
the staffroom to get it. You are allergic to that drug.
• The MA does an EKG.
• At check out you ask the cost – clerk says they’ll bill
you
62
The 5 Principles of Lean Work
• Specify value from customer’s perspective
– A quick clinic visit
• Identify the value stream for each product, and remove
the waste
– Time on hold, callbacks, walking
• Make value flow without interruptions from beginning to
end
– No waiting
• Let the customer pull value from the process
– Pull the appointment when you want it
• Pursue perfection
– continuous improvement
– Every clerk, doctor and nurse works to redesign for better
value to the customer
63
Diversity in Healthcare as a
Challenge to Lean
• Large number of “product lines”
–
–
–
–
–
Adult vs. Peds
Specialty vs. Primary Care
Inpatient vs. Outpatient
Surgical vs. Non-surgical
Chronic vs. Acute Care
• “Each patient is unique”
–
–
–
–
–
–
More like a custom repair (job shop) than an auto manufacturer
Almost infinite variability in mix of diseases and symptoms
Variable: age, family, gender, race, social, insurances factors
Variable: health habits, tobacco/alcohol/drugs, compliance
Mental health as a primary or complicating problem
Patient preferences must be respected
64
Use Lean tools to transform waste into
value from the customer’s perspective.
Is There Waste (Muda) in Healthcare?
• Defects in products
• Unnecessary transport of
goods
• Overproduction of goods
• Waiting
• Inventories of goods
(for process equipment to
awaiting future
finish or on an upstream
processing or
activity)
consumption
• Unnecessary movement • Design of goods and
services which do not
of workers
meet users’ needs
• Overprocessing
65
Do the Eight Forms of Waste
Make Sense at Beaumont?
Overproduction/Production of Unwanted Products:
Material Movement and Worker Motion:
Waiting:
Over-processing:
Inventory:
First Time Quality Problems: Defects requiring
correction:
Wasted Creativity of Employees:
66
Decon Performance
Improvement Project
Project Start 6/22/05
Project End 10/30/05
67
Problem Statement
• Workflow in CPD Decon does not capture
priority sets to be cleaned.
• Missing instruments from sets in Decon
have never been tracked and reported
back to OR Surgical Services.
• No consistent policy for how things should
be done in the Decon area.
68
Project Goals
• To optimize work flow in the Decon area.
• Create a system to prioritize sets for
cleaning as they enter the Decon area.
• Create a system to track and report
missing instruments from sets and reduce
instrument loss.
• Create a clear policy and procedure book
for the Decon area to promote
consistency.
69
Processes and Tools Used
• Data Collection
• Voice of Customer
• Pareto Charting
• Flowcharting
• QFD Function Matrix
• Lean/Six Sigma Tools
70
Value Chain Concept
Supplier
OR
Customer
Supplier
DECONTAMINATION
Customer
1. Complete Sets- Include Pans
2. Send Carts ASAP
3. Enzymatic Spray - Rinse
Instruments
4. Organize Sets
5. All Sharps Removed
6. Return Paperwork
7. Feedback on Priority sets
8. Feedback on Missing Instruments
Customer
PROCESSING
Supplier
1.
2.
3.
4.
5.
6.
Complete Sets
Clean Sets
Organized Sets
Paper pulled out of sets
Sets received in timely manner
Indicate missing instruments from
sets.
7. Priority Set Marker
8. What time set needed for next case
9. Remove extra instruments
Instrument Flow
71
Cycle Time Analysis
Decon Process VA/NVA
9
9
9
9
9
9
9
Wait times between Value Added
Steps
Total Non Value Added 33:40 min.
Non Value Added
Time
Value Added
1
2
3
4
5
6
7
Total Value Added 21:00 min.
8
1. Cart arrives in Decon
2. Cart & Set Scanned “Decon
Received”
3. Wheel Cart to work Station
4. Sets scanned “Set for Decon”
5. Load Sets onto workstation
6. Separate out hand wash
7. Count instruments & string and
clean
8. Cart goes to washer
9. Waiting, Idle Time
72
Discussion
• Lean in your department – relate lean to
one process of your department and
discuss opportunities
73
PI-II Implementation
Management of Change
74
The path of the calf
• Once upon a time there was a calf. One evening he walked home
through a thick jungle. The distance to his home was only one
kilometer but he walked three kilometers since, like all calves, he
wandered here and there, left and right, up and down.
• The next morning a shepherd’s dog passed that way and saw the
calf’s hoof marks, and followed the path of this calf through the woods.
Shortly after, the first sheep of a flock followed the path and behind him
all other sheep. Thus a path was made through the wood.
• Men began to use that path, cursing its twists and turns as they did,
but doing nothing about it.
• The path gradually became a lane, the lane became a road and horses
and bullock carts followed it - followed the steps of the wandering calf.
• A century later the road became a street, and then a city’s crowded
thoroughfare, with thousands following in the footsteps of the wobbly
calf.
• Three centuries later the road became a street, and then the main
street of a very large city, Buses, lorries, trams and cars followed the
zigzag path of the calf.
75
Integrated approach to TQM is most
necessary
– Two levels of implementation
• Everyone involved - continuous
improvement - small improvement/GHK
programme - mass movement
• Big problems - cross functional groups
– data based
– seven steps
– group leadership and facilitation
76
PI-II Program Model
•
•
•
•
•
Knowledge Ref: Page 2 of PI-II concept document
– BU sponsored and managed curriculum
– Progression driven course delivery
– Management Development and Leadership Development courses to supplement PI
curriculum
Tools and Aids
– PI-II structured project guide
– Progression path YB -> GB -> BB -> MBB
– Support structure for learners
• GB supported by BB and BB supported by MBB
People Ref: Page 3 of PI-II concept document
– Empower employees to participate in change – YBs
– Empower Supervisors to drive change linked to champion goals – GB
– Empower experts to facilitate change – BB
– Empower leaders to align goals and objectives to organization strategic plans –
Champions
Motivation
– Tied to Pay for Performance
Rewards
– Six Sigma and Lean methodology as enablers (means to achieve) of Pay for Performance
objectives
77
PI-II Model launch
Time
Frame Projects
2nd
Half
2007
2008
2009
2010
4-6
15-20
60
2/quarter
/dept
Phase
Early
Grassroots
Rolling
Snowballing
On-Going
Staff Engagement
Current
Yellow Green Black Current Engage
Belts Belts Belts
ment
Pool
Existing
40-60
New 30
Existing 48
New 40
Existing
100
Existing Existing 812
30
New 200
New 60
New 20
Existing
200
Existing
100
Existing
30
New 400
New 60
New 20
Existing
600
Existing
160
Existing
50
New 600
New 60
New 20
YB 90
GB 12
BB 21
GB 12
BB 10
Ref: Page 3 of PI-II concept document
78
Current GB Projects
1 Reduction in biling concern/call routing (Service Excellence - Corporate)
Green Belts: Marie Baloga & Julie Morse
Black Belts: Wendy Dingwall and Kristen Cavender
2 Reducing/eliminating duplicate chart requests (PT/OT - Troy)
Green Belts: Elizabeth Van Hoek & Karol Clason
Black Belts: Jayant Trewn
3 Reducing wasted bone products ordered for surgery from the Blood Bank (Blood
Bank - RO)
Green Belts: Randy Sprouse & Anne Sepienza
Black Belts: Judy Easter & Brian Vargo
4 Reducing Critical Call turn-around time for critical lab values (Lab - RO)
Green Belts: Bob Church/Terre St. Peter/Connie Diggs
Black Belts: Grace Bostic & Salil Balar
5 Entering accurate and complete data into HR database (HR - Corporate)
Green Belts: Jean Ann Larson/Carol Holth/Ludmilla Tscherniwetz
Black Belts: Eric Ellerholz/Ron Grant
6 Eliminating missed tests/orders (BRL - RO)
Green Belts: Bonnie Fegley/Sherri D'Anna
Black Belts: Pam Meyer
79
PI-II Delivery Structure
Ref: Page 2 of PI-II
concept document
Champions &
Sponsors
Yellow
Belts
Green
Belts or
Lean
Expert
Black
Belts
Role
Empower department
leaders and frontline staff
to improve department
performance
Participate in PI
projects
Lead PI projects
Facilitate PI
projects
Motivation
Vehicle to set
departmental goals and
objectives tied to
organization strategy
Feel empowered
to make a
change/improve
performance
Tool to achieve
pay for
performance
objectives
Tie practice to
pay for
performance
objectives
Reward
Achieve pay for
Link manager pay for
Celebrate project performance
performance objectives to
objectives success
champion objectives
various
Achieve pay for
performance
objective - 2
successful
projects per year
80
PI-II Progression Matrix
Expert Progression Matrix
Expert Expectation
Recomme- Commitnded
ment per
Project
1
project
activity
YB
GB or
Lean
Expert
BB
MBB
PI - 100
PI 200
PI 300
YB Cert
Participate in
atleast 1 project
per year
YB + 2 projects as
team member
OR
Supr/Mgr/Dir
AND
GB class + Cert
2 hours/week
+ assigned
project work
2 hours/week
Lead 1 project per + assigned
trimester
project work +
project mgt
GB + 2 projects
as leader
and
BB class + Cert
Facilitate 1
project per
trimester
2.5 hrs per
week
0.5 hour per
Appointed by Guide 10 projects
project per
leadership
per trimester
week
Notes: 1 Expected effort for teams with novice GB and or BB, will be less for mature teams
Ref: Page 3 of PI-II concept document
81
PI-II Team Composition
Six Sigma Project Team
Facilitator – 1 Black Belt
1 Green Belt
8-10 Yellow Belts
Coach – Master Black Belt
Ref: Page 2 of PI-II concept document
82
Typical PI-II Project Lifecycle
•
•
•
•
•
Define
Measure
Analyze
Improve
Control
2 sessions
1 session
2 sessions
2 sessions
1 session
• Documentation
1 Month
2 weeks
1 Month
1 Month
2 weeks
1 week
Anticipated timelines – some projects may take longer or shorter dependent on the
maturity of the process (defined process, available data, etc.) and maturity of team members
83
PI-II Project Implementation Tool
Structured Project Guide (SPG)
• What
– Structured project PLAN
– Embedded TEMPLATES/TOOLS
• Method
When
– TIMELINE driven
How
– TEMPLATES and
What
TASKLIST
Who
RESPONSIBLE Person
• Use
– Champion and MBB
Project Tracker
– BB
Project Facilitation tool
– GB
Project guide and documentation tool
– YB
Tools and templates
84
PI-II Project Support Structure
Support list with contact info on BU
• Master Black Belt support
– E-Mail/phone/consult support for Black Belts
– Guides – weekly ½ hr project reviews with Black Belts/GBs
– Monthly 2 hour open house – Q&A for Black Belts
• Black Belt Support for Green Belts
– E-Mail/phone/consult support for Green Belts
– Project facilitation – facilitate 6s projects – 2 hrs per week
• Green Belt Collaboration
– HPIC/HCBC monthly lunch & learn meetings – share
experiences
– Quarterly GB colloquiums – Q&A with BBs and MBB
– Annual 6s symposium – hear and learn
Ref: Page 5 of PI-II concept document
85
PI-II Curriculum
BU
Course #
Course Name
Course available
PI II
Track
Pilot course available
Course
Length
Prerequisite
Course needs to be rebuilt
Nursing
Contact Hrs
Offering
Class
Comments
size
Course Status
No course material available
Yellow Belt Curriculum
PI 100
Performance Improvement 100
Yellow
3.5 hours
None
Yes
PI 200
Performance Improvement 200
Yellow
4 hours
PI 100
Yes
PI 300
Statistics and Control Charts
Yellow
3 hours
Excel course
or quiz
Yes
PI 5000
Root cause Analysis
Elective
2.5 hours
None
PI 350
Leader Curriculum
Intro to Six Sigma for Project
Sponsors and Champions
Lean Curriculum
Sponsor
4 hours
None
PI 400
Lean Tool Kit
Lean
16 hours
PI 100 -300
Elective
4 hours
PI 100 - 300
PI 100 - 300
PI 500
Voice of Customer / Quality
Function Deployment
Green Belt Curriculum
PI 600
Green Belt
Green
6 weeks/24
hours
PI 650
Internal SSGB Exam
Green
4 hours
Elective
2 hours
3 each
trimester, 9/yr
3 each
trimester, 9/yr
3 each
trimester, 9/yr
1 each
trimester, 3/yr
1 each
trimester, 1/yr
1 each
trimester, 1/yr
1 each
trimester, 1/yr
1 each
trimester, 1/yr
1 each
trimester, 1/yr
35
Implemented
35
Implemented
15
Revised May 07
20
Implemented
35
To be developed/
Target rollout Sept 07
35
35
25
25
Pilot in progress/
Target rollout Oct 07
Pilot revision/ Target
rollout Oct 07
Pilot revision/ Target
rollout Oct 07
May be substituted with ASQ To be developed/
SSGB Certification
Rollout Oct 07
Black Belt Curriculum
PI 700
FMEA
PI 800
Black Belt
Black
PI 900
SSBB Project Completion
Black
PI 1000
Internal SSBB Exam
Black
None
8 weeks/32 PI 100 – 300,
hours
600, 650
Yes
1 each
trimester, 1/yr
35
Implemented
2/yr
20
To be developed/
Rollout Jan 08
2 completed
projects as GB
4 hours
SPG Pilot
2/yr
20
TBD
May be substituted with ASQ To be developed/
SSBB Certification
Rollout Jan 08
Master Black Belt Curriculum
PI 1100
Six Sigma Project Completion
Master
TBD
PI 1200
Six Sigma Project Completion
Master
TBD
PI 1300
Mentor Black Belt Project
Master
TBD
To be developed/
Rollout Sept 08
To be developed/
TBD
Investigate internal vs external Rollout Sept 08
curriculum
To be developed/
TBD
Rollout Sept 08
Ref: Page 4 of PI-II concept document
86
Certification Proposal
• YB – Certified on completion of PI 100 + 200 + 300 & on-line test
• GB (Progression certification)
– Class + on-line test - multiple choice (certificate applicant)
– Lead 1 successful Project (certificate candidate)/mentored
– Internal Test (Certified – problem solving scenario test for GB)
• BB (Progression certification)
– Class (certificate applicant)
– Facilitate 1 Project (certificate candidate)/mentor
– Internal Test – written 4 hour with problems (Certified)
• Lean (Application certification)
– Class (certificate applicant)
– Lead 1 successful Project (certificate candidate)
– Internal Test – written 4 hour with a practical test/lean case (Certified)
87
PI-II Course Work Scheduling 2007-2008
BU Course
#
Course Name
Plan
Faculty
Date
Time
Max
Location
Classroom
Backup Faculty
PI 100
Performance Improvement 100
Sep-07 Grace Bostic
9/21/07
AM
35
Royal Oak
ro_abwest_ll_Clsrm3_Seats35
Lynn Farr
PI 100
Performance Improvement 100
Sep-07 Kristen Cavender
9/10/07
AM
25
Troy
Troy_Hosp_LL_Clrm3_Seats25
Kim Lemieux
PI 100
Performance Improvement 100
Oct-07 Grace Bostic
10/29/07
AM
35
Royal Oak
ro_abwest_ll_Clsrm3_Seats35
Kristen Cavender
PI 100
Performance Improvement 100
Nov-07 Grace Bostic
11/13/07
AM
35
Barnum
BARNUM_Mezz2_ClsrmCD_Seats35
Lynn Farr
PI 100
Performance Improvement 100
Nov-07 Kim Lemieux
11/9/07
AM
25
Troy
Troy_Hosp_LL_Clrm1_Seats25
Kristen Cavender
PI 200
Performance Improvement 200
Sep-07 Randy Sprouse
9/21/07
PM
35
Royal Oak
ro_abwest_ll_Clsrm3_Seats35
Lynn Farr
PI 200
Performance Improvement 200
Sep-07 Kristen Cavender
9/10/07
PM
25
Troy
Troy_Hosp_LL_Clrm3_Seats25
Kim Lemieux
PI 200
Performance Improvement 200
Oct-07 Kristen Cavender
10/29/07
PM
35
Royal Oak
ro_abwest_ll_Clsrm3_Seats35
Kim Lemieux
PI 200
Performance Improvement 200
Nov-07 Randy Sprouse
11/13/07
PM
35
Barnum
BARNUM_Mezz2_ClsrmCD_Seats35
Jayant Trewn
PI 200
Performance Improvement 200
Nov-07 Kim Lemieux
11/9/07
PM
25
Troy
Troy_Hosp_LL_Clrm1_Seats25
Kristen Cavender
PI 300
Statistics and Control Charts
Jul-07 Charles Phillips
7/10/07
AM
16
Troy
Troy Computer Classroom
PI 300
Statistics and Control Charts
Jul-07 Jayant Trewn
7/17/07
AM
16
Barnum
Computer Trg Room #2
PI 300
Statistics and Control Charts
Jul-07 Jayant Trewn
7/24/07
AM
16
Barnum
Computer Trg Room #2
PI 300
Statistics and Control Charts
Sep-07 Wendy Dingwall
9/27/07
AM
25
Barnum
Computer Trg Room #2
Jayant Trewn
PI 300
Statistics and Control Charts
Nov-07 Mike Meitzner
11/2/07
AM
16
Troy
Troy Computer Classroom
Jayant Trewn
PI 300
Statistics and Control Charts
Nov-07 Wendy Dingwall
11/14/07
AM
25
Barnum
Barnum Computer Classroom 2
Jayant Trewn
PI 310
Basic SPSS
7/19/08
AM
10
Barnum
Computer Trg Room #2
PI 5000
Root Cause Analysis
Sep-07 Lisa Wiethorn
9/19/07 9-11:30 am
25
Troy
Troy_Hosp_LL_Clrm2_Seats25
PI 5000
Root Cause Analysis
Nov-07 Lisa Wiethorn
11/16/07 1-3:30 pm
25
Troy
Troy_Hosp_LL_Clrm1_Seats25
PI700
FMEA
Jun-07 M. Getzinger/L.Wiethorn
25
Troy
Troy_Hosp_LL_Clrm2_Seats25
Jayant Trewn
PI 700
FMEA
Sep-07 M. Getzinger/L.Wiethorn
9/7/07 9-11:00 am
25
Troy
Troy_Hosp_LL_Clrm2_Seats25
Jayant Trewn
PI 700
FMEA
Nov-07 Randy Sprouse/Jayant Trewn
11/30/07 9-11:00 am
25
Royal Oak
RO_ABWest_LL_Clsrm3_Seats35
Monique Getzinger
PI600
Six Sigma Green Belt
Sep-07 Jayant Trewn
25
Barnum
Barnum_Classroom_C/D_Seats25
Jul-08 Jayant Trewn
6/22/07
9/10/07
AM
AM
88
Q&A
89