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Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego! PowerPoint Presentation
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Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego!

Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego!

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Lean 6 Sigma at HHSA: Advancing the vision of Live Well, San Diego!

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  1. 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

  2. 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

  3. 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

  4. 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?

  5. Fundamentals of top performing organizations Malcolm Baldrige criteria for performance excellence

  6. 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

  7. 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!

  8. 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

  9. 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

  10. Building capacity

  11. 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

  12. 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?”

  13. Green & Black Belt Training

  14. New Bench Strength:53 Green, 2 Black As of May 2012; 1 Black Belt class and 1 Green Belt class in progress.

  15. Examples of projects from across the enterprise

  16. 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

  17. 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

  18. Profiles of early, small successes

  19. 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

  20. The biggest room in the world is the room for improvement