Healthcare Performance Group
Lean Process Improvement
and
Value Stream Mapping
Clayton State University
Kelley Hundt
Paul Todd
What is Lean Enterprise?
Healthcare Performance Group
• Defining, identifying, and eliminating
waste of time and resources
• Using the scientific method to make
improvements
• A strategy for decreasing the time
from concept to implementation
• 10% Tools, 90% People
Definitions
Healthcare Performance Group
• Value Added Activities (MAXIMIZE)
– Activities that transform a product or service into the endstate.
• Non Value Added Activities (MINIMIZE OR
ELIMINATE)
– Activities that DO NOT transform the product or service
into the end-state.
– Regulatory activities that take time away from completing
student focused tasks.
– Your headaches!!
Muda = 8 Wastes
Healthcare Performance Group
• Defects – Errors and Rework
• Overproduction – Making more than needed; duplication
of services/software/solutions owned by the University
• Waiting – Deciding, Inadequate Information, Interruptions
• Non Using Ideas – Unshared Knowledge
• Transportation – Moving Information, Equipment
• Inventory – Supplies or Students
• Motion – Searching and Traveling
• Extra Processing – Variation, Repetition, Ineffective
Policies
What is a Value Stream Map?
Healthcare Performance Group
• All activities related to efforts to identify
and integrate technologies into courses.
• The team is made up of faculty and staff
that deal with the process and
“headaches” every day.
“Win small, Win early, Win often”
Value Stream Map Agenda
Healthcare Performance Group
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Training on Lean Principles
Develop the “Before” Picture of Process
Observe the Process: Go to the “Gemba”
Data Analysis of the Process: Lead-time vs. Process
Time
Brainstorm on Improvement Idea
Develop the “Ideal” Process
Prioritize Ideas
Define Projects
Develop an “Action” List
Presentation to Leadership
Goals & Objectives
Healthcare Performance Group
Goals
1.
Develop a standard approach to:
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2.
Create a transparent process providing reliable access to data, decisions, and performance measures regarding
IT budgets, policies, and services to support IT project requests made by the Academic IT Committee.
Provide clear direction and communication regarding policies and procedures to implement IT projects at
Clayton State.
Identify training, support, and budget (one-time and ongoing) to successfully implement the technology.
Create a reusable method to apply to other process problems
Objectives:
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Map the current processes involved from idea conception to full
implementation noting the values added, subtracted for each process and
group involved.
Develop a vision of the most optimal processes to include in the Information
Technology Council and the newly formed Academic IT committee.
Develop a measured approach to transition to that vision.
Implement the plan.
VA, NVA & ENVA
Healthcare Performance Group
Value Added ,
11%
Essential NonValue Added ,
22%
Non-Value
Added , 67%
Emergency Dept. Example
Current State Map
Healthcare Performance Group
Process Lead-times:
New to Resume Submitted 4 days avg. (range 0-36 days)
Resume Submitted to Interview
7 days avg. (range 0-59 days)
Interview to Offer 5 days avg. (range 0-21 days)
Offer to Background Complete
6 days avg. (range: 0-34 days)
Background to Orientation Complete
16 days avg. (range: -7- 43
days)
New to Orientation Complete
37 days avg. (range 9-80 days)
New to “Hired”
28 days avg. (range 2-59 days)
Team Observations
Healthcare Performance Group
• Process varies greatly on a
location by location basis
• Multiple phone calls (asking the
same questions) to candidates
prior to the interview
• Applicants get “lost” in the
process
• Incorrect submission of New
Hire paperwork
• Difficult to get Employee ID for
Mosby training – some
locations get it early, others
don’ts
• Some locations “un-hire” 25%
of new hires during the
orientation
Brainstorming
Healthcare Performance Group
Future State
Healthcare Performance Group
Projected Total Lead-time
17 days avg.
Projected Process Lead-times:
New to Resume Submitted 1 day avg.
Resume Submitted to Phone Screen
2 days avg.
Phone Screen to Assessment Center
4 days avg.
Assessment Center to Cont. Offer 1 days avg.
Cont. Offer to Orientation Start
7 days avg.
Orientation Start to Orientation Complete
2 days avg.