LEAN SIX SIGMA GREEN BELT CASE STUDY

need help creating the entire project. Week 3 to Week 8

Overview

PROJECT DESCRIPTION
The following Lean Six Sigma case study will reflect a real-life healthcare problem with Continuous Improvement and Lean Six Sigma Tools to show how some of the tools are put into place in the real world. The object of this project is your appropriate use of Lean Six Sigma tools and the data provided. Project completion is required to pass the course. Project assignments are assessed on a Complete/Incomplete basis. Each Phase of the DMAIC process in the Project has an assignment. Assignments must be submitted to the instructor by the end of the week corresponding to the DMAIC Phase. The exception is the week 8 or Control phase assignment which needs to be submitted early in the last week of the course to allow grading. The Instructor will determine if the student has submitted a Project assignment that is Complete. If the assignment is Incomplete, there will be interaction between the Instructor and student until the assignment is Complete. All project assignments must be assessed as Complete for the student to pass the course. An Incomplete project will result in a Failing grade for the course.
Process Improvement – Reduction in Wait Time for Patients in a Doctor Office (Executive Summary)
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. He spends a great deal of time with each of his patients, typically, 45 minutes to one (1) hour. Dr. Deasley’s patients and staff love him for his patience and attention. However, there are many other patients waiting in the waiting room who become impatient at the long wait time. Dr. Deasley’s office hours are 7:30 AM to 5:30 PM Monday through Friday. He conducts patient call backs between patients, during his lunch hour and after office hours. We triage the calls so he gets back to more seriously sick patients first. However, sometimes he doesn’t call back non-emergencies until the next AM. Dr. Deasley becomes overbooked because he likes to have 10 patients scheduled per day. However, he frequently needs to rebook patients he is unable to see due to time constraints. As a result, several long-term patients have been leaving his practice.
This has resulted in a decrease in revenue for the office. In addition, his office is experiencing a rather high rate of staff turnover. Staff are responsible for booking patients and managing the workflow in the office. When backlogs occur and patients become annoyed about wait times, the staff usually experience the brunt of the patient dissatisfaction, which effects staff morale. Each time the office hires replacement staff, it takes a significant amount of time to train new employees and it is costly to advertise and recruit competent staff. Dr. Deasley is very concerned about both his patients and staff.
His Office Manager, Ms. Smith, who recently was employed at Memorial Hospital of Tampa, participated in several Continuous Improvement Projects at the hospital. She is a certified Lean Six Sigma Green Belt. As a result, Ms. Smith has suggested a plan to the doctor to conduct a Lean Six Sigma project with the objective of Reducing Patient Wait Time and Improving Office Workflow. Ms. Smith explained the project improvements and objectives. Dr. Deasley has approved the project. As an initial step, the Office Manager has established her team. Each employee has a role in the project. Based on patient complaints and the doctor’s requirements, they have some initial Voice of Customer (VOC). Patients would like to see the Doctor within 10 minutes of arriving and spend no more than 30 minutes in the office total for routine visits. The Doctor would like to see 15 patients per day. These changes need to be made within 3 months in order to minimize patient dissatisfaction, stop patients leaving the practice due to long wait times and rescheduling and improve employee morale and retention.
Define
Complete a Project Charter with all of the required Information
a. Please write the Problem Statement:
b. Please write the Goal Statement utilizing S.M.A.R.T. objectives (Specific, Measureable, Attainable, Relevant and Time Bound):
c. What is in Scope? What is out of Scope?
d. Who are Key Stakeholders?
e. What are key Milestones?
2. Please complete a High Level “As Is” Process Map.
3. Please create a SIPOC of the process based on the information that you know. Feel free to use your imagination for this.
a. Describe methods for collecting Voice of the Customer. (SEE APPENDIX A tab)
4. Please create an Affinity Diagram or List based on VOC so you can identify Customer “NEEDS” for CTQ Tree
5. Please create a Critical to Quality Tree utilizing the Voice of the Customer. Identify the Needs, Drivers and Requirements and Metrics that meet these needs
Conclusion of Define:
The output of the DEFINE stage is a PROJECT CHARTER (PC) and identified stakeholders. The PC shall include a Problem Statement with Goals utilizing S.M.A.R.T. methodology to address the problems identified. The Goal will be aligned with the customer CTQ Requirements. A clearly defines SCOPE is included in the PC. What is IN SCOPE and What is OUT OF SCOPE? Your Team is identified, and Roles & Responsibilities are defined. A SIPOC Map is completed. An “As Is” Process Map is completed in order to better visualize the Workflow in the current process. The DEFINE Phase provides for identification of the VOC and CTQs, their needs, drivers and requirements. The student will have evaluated and Affinitized the VOC. CTQ trees were created to identify key requirements for meeting the customer’s needs. The Project Team should have a list of external Key stake Holders, if applicable, e.g., Hospital Radiology, who may be impacted by process changes within the Doctor’s medical practice. If the Doctor’s staff schedule testing appointments for patients and are required to make frequent changes, this has an impact on the department or entity conducting the testing. The Project Team will have met with Dr. Deasley for his approval to proceed and now has a baseline to begin the Measure phase.

Project Charter

Project Title:
Black BeltProject ChampionExecutive SponsorMBB/Mentor
Primary MetricSecondary Metric
Problem StatementBusiness Case
Project GoalsProject Scope
To: Do something For: a group of Customers By: Improving the Process In a way that: does not adversley impact . . . So that: we achieve a desired and measurable outcome
High Level Project TimelineConstraints & DependenciesProject RisksOther Diagnostics
PhaseStartFinish
Define
Measure
Analyze
Improve
Control
Approval/Steering CommitteeStakeholders & AdvisorsProject Team & SME’s
NameOrganizationNameOrganizationNameOrganization

Process Map

SIX SIGMA PROCESS MAP TEMPLATE
PROCESSANALYSIS COMPLETED BYDEPARTMENT(S)DATE COMPLETED
K E YCOPY AND PASTE BLANK ICONS BELOW

STEP

START / END

INPUT / OUTPUT

DOCUMENT

FLOWCHART LINK

CONNECTORS

SIPOC

S.I.P.O.C. Template
SuppliersInputsProcessOutputsCustomers
Second (S >> I)First (P)Third (O >> C)Fourth
Requirements
What is the tool or method used to accomplish this activity?What Job Aide or template is needed?Gaps\Issues to Resolve

Start

Step 1

Step 2

Step 3

Step 4

End

VOC methods (Appendix A)

NAME 3 METHODS THAT YOU MIGHT USE TO COLLECT THE TYPE OF VOC IDENTIFIED IN THE CASE STUDY
1
2
3
APPENDIX A: VOICE OF THE CUSTOMER (VOC), VOICE OF THE PROCESS (VOP)
Feedback from Patients: (VOC):
I wait too long. I only have an hour for Lunch. I make my appointments specifically at Lunch time because I can’t come after work.
I like to come very early and be one of Dr. D’s first patients. If I am not his 1st, I end up waiting and am late for work. My company is very strict about being on time.
I wouldn’t mind if the doctor spent less time with me. I only usually come for an Annual Checkup and a Flu shot. If I feel really sick, I call the office. When I broke my arm last year, the doctor sent me right to the hospital. You guys made the arrangements for my X-Ray so I didn’t need to wait.
I can’t be late when I come in the afternoon. I need to pick my daughter up from school. If I come in the afternoon, can you make it a short visit?
The doctor spends so much time asking me questions, can’t he look at my chart before I get into the exam room?
The last time I was here, you put me in a room with someone else’s clothes. The woman had gone to the Ladies’ room and came back to get dressed. I had to wait in the hallway.
Feedback from Staff (VOP):
We need to organize the exam rooms. Dr. Deasley is always looking for something and I need to go find it.
We can’t have multiple people at the Front desk assigning patients to rooms. They don’t always assign patients to the right room and equipment is not available
Dr. D keeps taking equipment with him from room to room,
The patients are not getting here early enough to get them ready for the doctor. He like to have their Blood Pressure, Weight and Temperature done before he comes in.
Patients keep arriving the last minute, then they get angry because they miss their appointment and need to wait.
I hope I never have to reschedule Mrs. Smyth for a new appointment because the doctor couldn’t see her. She was practically screaming at me.
We had 2 patients, Mrs. Jones and Mr. Thomas ask for their records to be sent to a new doctor’s office. That is the 4th time that has happened this year and we are only 1⁄2 way through the year.
The new Medical Assistant was complaining because she said there is too much chaos here. I think she might be sorry she came her. I hope she doesn’t go back to the hospital. It takes so much time to find good people and train them.
Feedback from Doctor (VOP):
I don’t always have the instruments I need in the Exam Room. I need to have my Assistant go find what I need. I’ve started taking Instruments with me to my next patient only to find 3 of the same instrument I am carrying in the next Exam Room.
I have seen several patients waiting in the hall outside the Exam Room. I don’t like that situation. We need to stop this practice.
I see some staff running around like crazy and others sitting around appearing to have nothing to do.
I am not one of these “hands off’ doctors, I like to spend time with my patients. But sometimes a patient will sit there with nothing to say and another patient will have a long list of issues.
If this improvement project is successful, I would like to see 15 Patients a day. We need to keep operating costs in mind. We need to keep our equipment up to date and I need to ensure we plan for salaries and bonuses at year end.
I notice we have had 3 people leave within the past 18 months. I would like to understand why. It is very expensive to recruit staff and it takes time before they are proficient in their jobs. The team we have now is very good. I would like to keep all of them. We do monitor salaries and compare with market standards so I know our salaries and benefits are competitive.
Feedback from Other Sources (VOP):
Radiology Department is complaining because they state we make too many changes to the patient appointments.
The Laboratory department is complaining because our patients are coming for testing outside their assigned appointment time and too late in the day.

Affinity Diagram

CTQ Tree

TREE DIAGRAM TEMPLATE
OBJECTIVE / VISIONPRIMARY MEANSSECONDARY MEANSTERTIARY MEANS /FOURTH LEVEL
(Voice of the Costomer)(Critical to Quality Factors)(Voice of the Process)(Voice of the Process, KPIV, KPOV)
tc={FFFA7974-DBCA-402D-8EBB-293DD0BCC7A9}: [Threaded comment] Your version of Excel allows you to read this threaded comment; however, any edits to it will get removed if the file is opened in a newer version of Excel. Learn more: https://go.microsoft.com/fwlink/?linkid=870924 Comment: Key Process Input Variable (KPIV), Key Process Output Variable (KPOV)
(Preliminary Targets)

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