County of San Diego, Health & Human Services Agency Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego! Prepared by Jackie Werth Special Projects Coordinator Office of Business Intelligence, HHSA
It’s how we become an “Agency of One” • HHSA is large agency combining health, behavioral health and social services, serving a diverse community • Bold, 10-year strategy, “Live Well, San Diego!” • Critical to success is addressing fundamentals—strong work systems and processes to meet customer needs
Vision: Healthy, Safe, Thriving Communities An Agenda for the Future Action Framework Build a Better System Support Positive Choices Pursue Policy & Environmental Changes Improve the Culture Within Advance Operational Excellence
County of San Diego General Management System Where are we going? Are we sharing goals & encouraging success? Strategic Planning Operational Planning Motivation, Rewards & Recognition General Management System How do we plan to get where we’re going? Monitoring & Control Functional Threading Are we on track? Are we working together?
Fundamentals of top performing organizations Malcolm Baldrige criteria for performance excellence
Operational excellence demands: • Approach is effective, systematic, fully responsive to multiple item requirements • Deployment of approach is complete, without significant weaknesses or gaps in any areas or work units • Learning through innovation, ongoing improvement efforts, analysis and sharing • Integration of approach to address current and future organizational needs, and across all process items Malcolm Baldrige criteria for performance excellence
What is L6S? • Lean is about reducing waste in processes so that you get the right result in as few steps as possible • Six Sigma is about reducing variation so that you consistently produce a high quality product, service or outcome • Both sets of tools can make a difference!
DMAIC • Define • Using the “voice of customer,” the “Big Y” is defined • Measure • Process mapping and control charts are key here • Analyze • Hypothesis testing and pareto charts help you get to root cause • Improve • Evaluating, selecting and testing solutions is next • Control • This is how you ensure improvements take and you get the results you are after
Why L6S is culture change • We don’t always think of what we do as a collection of processes • We tend to want to go “fix” a problem before taking the time to determine the root cause • There is always the fear of what L6S will find or reveal • We often lack the data, analytic capacity, time and discipline to undertake this type of analysis, much less do it routinely • We fail to effectively communicate project findings and follow-through by testing and implementing improvements
White Belt On-Line Training for ALL Staff • All 5,000 staff introduced to L6S basics: • Interactive with comic book theme • DMAIC explained • Illustrated by current Green Belt Projects • Resource sheet • Features Agency Director who solicits improvement ideas
Yellow Belt for ALL Managers • All 300 managers get additional training to encourage use of L6S and help getting solutions implemented: • Lots of team exercises using the tools • Guest Green Belt highlights project • Affinity exercise on change management priorities: • “What gets in the way of process improvement at HHSA?”
New Bench Strength:53 Green, 2 Black As of May 2012; 1 Black Belt class and 1 Green Belt class in progress.
ROI Costs kept to a minimum: Master Black Belt trainer consultant for all training Conduct training on site at HHSA’s The Knowledge Center Use own Black & Green Belts staff to mentor, train in future • Benefits just beginning to be realized • Mostly timeliness, accuracy and service quality improvements • Anticipated ROI of $1.8 million for FY 10-11 projects; modest monetary benefits reported so far
Biggest benefit is having staff with this skill set to draw upon • New pool of Green Belt staff to task to solve sensitive and complex problems • New Black & Green Belt expertise to tap to look at systems and operations with a whole new perspective • Address major risks/problems as emerge • Start building L6S into into operations
What challenges persist? • Union concerns • Solutions are often not fully implemented • ROI takes time to show; more service quality benefits than financial benefits • No mechanism in place now to ensure Black and Green Belts are being maximized, or put to best use to advance the vision