kaizen vs six sigma ppt

lean six sigma overview ppt and lean six sigma ppt template
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Prof.WilliamsHibbs,United States,Teacher
Published Date:28-07-2017
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Six Sigma P Process IIt mprovement  Me Methodology thodology Presented by Content Expert: Beth Lanham, RN, BSN, MBA Dir Dire ect ctor or, Six Six Sigma Sigma Froedtert Hospital, Milwaukee, WI This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Wha Whatt is is Six Six Sigma? Sigma? • Six Sigma is a • •cus custtomer omer fo foccu usse ed d •project‐focused  •results‐driven  …app approac oach to to Qua Qualittyy This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Six Six Sigma Sigma Ov Over ervie view w • • A A rig rigo orro ous us me methodology thodology • Originated by Motorola (1986) – – A A ssttaattis istic ticaally lly‐ ‐based based me method thod to to rre educe duce va varriia attiio on n in in  electronic manufacturing processes • Heavily inspired by  •Previous quality improvement methodologies   • Quality Control Management, CQI, TQM  •Based on the work of qqy uality p pioneers  • Deming, Juran, Ishikawa, Taquchi and others  This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Six Six Sigma Sigma Ov Over ervie view w • Byy late 1990s – 2/3 Fortune 500 companies  • Aimed at reducing costs and improving quality • TTd oday  – Utilized all over the world • Local g, governments, p, prisons, hospp, itals, the armed forces,, banks,,  manufacturing, etc. • In recent years – Si Six Sigma Sigma oft ofte en n co com mb biin ne ed d with ith Lean Lean Man Manuffaact cturring ing to to  yield a methodology called  Lean Six Sigma. This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Wh Whyy Six Six Sigma? Sigma? • Wh What we were ddi oing wasn’’t worki king wellll enough h – Incremental improvements “not good enough” – Need Need to to /Desir /Desire e to to:: • Focus on customer requirements • Base decision on data, not anecdotal information • Be Proactive vs. Reactive • Establish a culture of ownership vs. culpability – It’s the processes, not the people • Effect rapid and effective change – Improvement efforts were fragmented – LLarge system‐wid ide processes bbk roken – Not “holding the gains”Wha Whatt does does Six Six Sigma Sigma of offfe er? r? Orgganizational  • • Augmen Augments ts tr traditional aditional quality quality ttools ools Benefits: • Data driven decision‐making Competitive edge • Focuses on customer requirements Service  Excellence • A focused/organized approach  Em Emp po ow we erre ed d sta staffff • Redefines processes for long‐term results Leadership  Development • Becomes ingrained in work and thought  processes Quality/Safety Healthcare Costs • Relies on evidence‐based solutions  • Rapid/effective changeSix Six Sigma Sigma • Methodology aimed at •Error reduction  • • Elimina Eliminatting ing va varriia attiio on n •Goal • Design/improve processes so it is impossible to make an  error • Reliance on performance measurements and  stat statiissttiica call analy analyssis is This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.TTrraditionally aditionally….. • • Businesses Businesses ha havve e described described their their pr products oducts or or  services in terms of averages: •Averagge cost •Average time to delivery •Average number infections • A Average usage •Average wait time This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Are These Processes the Same? Process 1Process 2 Are they performing well? 20 9 511 Goal = less than 10 17 8 510 Process 1 Process 2 15 10 Mean 9.4       Mean 9.4 59 511 510 Are all the customers happy ppy? 58 12 8Variation = Opp pportunities for Errors Process 1 Process 2 Average                     9.4                     9.4 Minimum                     5                        8 Maximum                   20                      11 Median Median                         5 5                      9.5 9.5  Standard deviation  6.0                    1.17   Customers feel the variation,  not the averageVa Varriia attiio on n in in the the Pr Process ocess Process 1Process 2 Histogram of Process 1 Histogram of Process 2 Normal Normal 80 Mean 9.540 Mean 9.412 StDev 6.149 100 StDev 1.193 N 1000 70 N 1000 60 80 50 60 40 40 30 20 20 10 0 0 -12 -6 0 6 12 18 24 -12 -6 0 6 12 18 24 Process 1 Process 2 Fewer  Many  Defects Defects Proc Process ess 1 1 is is less less ccapable apable of of mee meeting ting our our cus custtomer omer’ss  expectations  Exact capability can be measured  Frequency FrequencySix Six Sigma Sigma Cen Centtrraall Concepts Concepts • Critic Critical al to to Quality Quality (CT (CTQ Q))  – How the customer judges our products/services • Y = The outcome measure of the process • X’s = Inputs or variables that affect the Y • Defect ‐ Failure to deliver what the customer expects • • DPMO DPMO – De Deffe ects cts per per million million opportunities opportunities • Variation  – The enemy of predictable output and customer satisfaction • Sigma  – An expression of process yield, based on the number of  de deffe ects cts per per million million opportunities opportunities (DPMO) (DPMO)Six Siggma A Philosopy phyoff  Operational Excellence A set of Problem  Solving Solving  A A Me Metric tric Tools/Tactics A Measureof Process  CapabilityDe Definitions finitions of of Six Six Sigma? Sigma? • A A me metric tric – Greek letter • A measure of process capability – How capable is our process of meeting our customer’’s  expectations? • A riggorous, structured app pproach to p problem‐solvingg – Includes a defined methodology with specific tools and tactics • A management philosophy  – Oper Operaattional ional e exxcellence cellence and and cco on nttinuous inuous impr improv ovemen ementt Definitions comppy limentary, not contradictoryySix Six Sigma Sigma as as a a M Metric etric • A statistical concept  – Represents the variation that exists in a process – Rellative to th he customer requirements • A process operating at a 6‐Sigma level – SSo lilittlle variii ation, th hat th he process outcomes are  99.9997% defect free • Six Six Sigma Sigma = =  6 6  ,  6 6 Sigma Sigma, or or 6s 6s.Pr Process ocess Sigma Sigma DPMO DPMO = = De Deffe ects cts per per Million Million Opportunities Opportunities •A more sensitive indicator than % yield or % good Sigma Defects Yield DPMO 1 69.1% 30.9% 691,462 2 30.8% 69.1% 308,538 3 6.7% 93.3% 66,807 4 0.62% 99.38% 6,210 5 0.02% 99.977% 233 6 0.0003% 99.9997% 3.4When Compared to Best‐in‐Class  (N (Natiionall D) Data) An Antibiotic tibiotic Be Bettaa Block Blocke err Use Use Overuse Inpatient Medication Post MI Accuracy 1000000 000000 44,000 ‐98,000 100000 Preventable Hospital Deaths (IOM Report) 10000 1000 100 Anesthesia During Surgery 10 1 1 1 2 2 3 3 4 4 5 5 6 6 Sigma Domestic Airline Fatality Rate Defects / Mi illionTTrraditional aditional Pr Process ocess Impr Improv ovemen ementt 5  & 6  1 Siggma Sigma Sigma 2 2 Sigma Sigma 3 3 Sigma Sigma 4 Sigma 4  to 5 Sigma‐ 27‐fold Performance Improvement 5 5 to to 6 6 Sigma Sigma‐Another Another 69 69‐fo folld d Pe Perrffo orrm ma an ncce e Impr Improv ovemen ementtMeasur Measure e of of Pr Process ocess Capability Capability • • Fo Foccu uss on on impr improving oving wha whatt is is import importan antt to to the the  customer – Critical to Qy Quality (Q (CTQs)) – This is generally referred to as the “Y”or outcome variable – Examples:  wait time, response time, turn around time, %  new visits, % med errors, % falls, etc.  • Measure the “Y”against the target  – Target = customer expectations or specifications This presentation is part of an on‐line series, brought to you through a collaboration between the  Wisconsin Office of Rural Health and the  Wisconsin Hospital Association.  Property of the Wisconsin Office of Rural Health.Process Cappy ability Upper  Lower  Specification  Specification  Li Limiit Limit 10 5 0 0 Av Ave erra agge e De Deffe ect ct De Deffe ect ct Frequency

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