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    Six Sigma for Service and Health Care Industries

    Please note that Business Process Improvement Using Lean Six Sigma and Performance Metrics is a prerequisite course, and you must complete it before taking Six Sigma for Service and Health Care Industries.

    Integrate Six Sigma and Lean techniques to drive process improvement and reap enormous cost savings, quality improvements, and increased customer satisfaction. Service industries such as banking, insurance, telecommunications, healthcare, and information technology (IT) or any company with complex customer interaction, information flows, or numerous hand-offs will benefit from the concepts learned. Health care professionals: this course can be used as a CME activity.

    You’ll learn to:

    • Focus on removing the idle time, wait time or “white space” that plagues transactional activities between processes
    • Understand why variability is inherently greater in service industries and how it can create process improvement failures
    • Understand why customer-focused, time-based metrics lead to increased speed, quality and lower error rates
    • Manage capacity and, in doing so, decrease wait times and errors within the process
    • Optimize batch sizes for service-based transactions
    • Create customer-focused process maps based on product families
    • Build value stream maps that identify wastes and inefficiencies
    • Leverage the relationships between lead time, cycle time and value-creating time
    • Identify and reduce hidden wastes in processes
    • Understand why inspection can’t reduce process errors to a satisfactory level and how to remove it from all but regulatory-required activities
    • Recognize different types of wait line problems and apply spreadsheet models to understand and remove their root causes
    • Use wait time models to optimize staff levels, resource allocation and customer satisfaction
    • Manage bottlenecks, buffers and the slowest activities in a process

    The differences between service and manufacturing processes

    • Historical review of process improvement in service and manufacturing industries
    • Why traditional Lean tools often fail with service processes
    • How accommodation vs. reduction of variation applies to service processes
    • Introduction to throughput and capacity utilization in service processes

    Performance Improvement Strategies

    • Tying business goals to organizational strategy
    • Process redesign vs. system performance management
    • The role of the change agent
    • The critical variables for effective results in any change initiative

    The Process Improvement Recipe for Service Activities

    • The back to front mapping of people, information, and resources
    • Identification and management of variability upstream
    • Measured approach toward outcome performance
    • Capacity planning and throughput analysis
    • The role of product families, time based metrics, and systems viewing on PI

    Value Stream Mapping

    • Element of value stream map
    • Linking and measuring activities
    • Identifying bottlenecks, pacemakers, and non value added activities
    • Measuring lead time, cycle time, and value creating time
    • Creating current state and future state maps
    • Developing cost of quality measures from a value stream map
    • Group exercises in developing value stream maps

    Queue Theory

    • Psychological aspects and customer perceptions of wait lines
    • Different physical characteristics of lines
    • Factors that distinguish different types of queues
    • How to measure queue performance
    • Developing queue models
    • Software used in queue analysis
    • Group exercises: case study analysis of poorly performing queues

    Lean Tools

    • Historical perspective on the Toyota Production System
    • Waste identification using TIMWOODS technique
    • Group exercise on waste identification
    • Visual tools used in service improvements

    Change Management

    • Understanding the QxA=E change model
    • Review of Kotter and Shaver change models
    • Creating a successful change strategy utilizing the B<f(CC+V+U+S+RR ) change model

    Carl Vieth

    Carl Vieth is the director of corporate and institutional education for the College of Engineering at the University of Wisconsin-Madison. He is responsible for bringing the resources of Engineering Professional Development to businesses, government agencies, and other professional organizations. Prior to joining the University of Wisconsin, Vieth was a senior healthcare consultant and Six Sigma Black Belt with GE Healthcare (formerly GE Medical Systems). As a consultant and Six Sigma Black Belt, he employed Six Sigma to drive performance improvement in hospitals and healthcare organizations. His areas of expertise include leadership development, healthcare management, commercial operations and sales management, adult professional development, and clinical cardiology and emergency medical systems.

    Scott Converse

    Scott Converse is the director of project management and process improvement programs for the Wisconsin School of Business. He has developed courses for and has expertise in the areas of project management, portfolio management, technology project implementation, process improvement, Six Sigma, business statistics, data analysis, and data mining.