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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

    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.

    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.

    TARGET AUDIENCE

    This program was designed to meet the needs of healthcare and other business professionals who serve as department heads, operations managers and/or supervisors, business process improvement teams, and/or project managers and are in a position to make decisions about and changes to current processes.

    OVERALL OBJECTIVE

     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

    LEARNING OBJECTIVES

    • 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

    ELEMENTS OF COMPETENCE

    This CME activity has been designed to change learner knowledge and competence focusing on the American Board of Medical Specialties areas of systems-based practice and practice-based learning and improvement.

    ACCREDITATION STATEMENT

    This activity has been planned and implemented in accordance with the Essential Areas and policies of the Accreditation Council for Continuing Medical Education through the joint sponsorship of the University of Wisconsin-Madison School of Medicine and Public Health and the University of Wisconsin-Madison School of Business. The University of Wisconsin School of Medicine and Public Health is accredited by the ACCME to provide continuing medical education for physicians.

    CREDIT DESIGNATION STATEMENT

    The University of Wisconsin School of Medicine and Public Health designates this live activity for a maximum of 12.5 AMA PRA Category 1 CreditsTM. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

    CONTINUING EDUCATION UNITS

    The University of Wisconsin-Madison, as a member of the University Continuing Education Association (UCEA), authorizes this course for 1.4 continuing education units (CEUs) or 14 hours.

    EDUCATIONAL REVIEWER

    George C. Mejicano, MD, MS
    Associate Dean of Continuing Professional Development
    School of Medicine and Public Health
    University of Wisconsin-Madison

    PLANNERS

    Scott Converse
    Director, Project Management, Business Analysis and Six Sigma Programs
    Wisconsin School of Business
    Madison, WI

    Teena Nelson, MHA
    University of Wisconsin School of Medicine and Public Health
    Office of Continuing Professional Development
    Madison, WI

    POLICY ON DISCLOSURE

    It is the policy of the University of Wisconsin School of Medicine and Public Health that the faculty, authors, planners, and other persons who may influence content of this CME activity disclose all relevant financial relationships with commercial interests* in order to allow CME staff to identify and resolve any potential conflicts of interest. Faculty must also disclose any planned discussions of unlabeled/unapproved uses of drugs or devices during their presentation(s). For this educational activity all conflicts of interests have been resolved and detailed disclosures are listed below:

    Name

    Financial Relationship Disclosures

    Discussion of Unlabeled/

    Unapproved Uses of Drugs/

    Devices in Presentation?

    Scott Converse

    No Financial Relationships to Disclose

    No

    Teena Nelson, MHA

    No Financial Relationships to Disclose

    No

    Patti Reigstad

    No Financial Relationships to Disclose

    No

    George Mejicano, MD, MS

    No Financial Relationships to Disclose

    No

    * The ACCME defines a commercial interest as any entity producing, marketing, re-selling, or distributing health care goods or services consumed by, or used on, patients. The ACCME does not consider providers of clinical service directly to patients to be commercial interests.