1 american society for quality quality 101 michael hagan, d.o. mhsa, cmq director of quality...
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AMERICAN SOCIETY FOR QUALITY
QUALITY 101
Michael Hagan, D.O. MHSA, CMQ
Director of Quality ImprovementGift of Life Michigan
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MODULE 4
PROCESS
MANAGEMENT
© 2001 ASQAll rights reserved.ASQ IL2-3
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Module 4: Process Management
ProcessProcess
• People• Equipment• Material• Money• Time
Resources
A
D
PC
InputInput
OutputOutput
Feedback
System
Basic Process Model
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T Q M
Fundamental belief of TQM
Best way to improve a service
or a product is to
Continually
Improve the process
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PROCESS MODEL
• Group of activities• Takes an input• Adds value• Provides an output• For internal/external customer
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SYSTEM
• Set of processes that work
together for the overall good• All processes exist within
Greater system• Systems can exist
Within other systems
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Cycle Time Time it takes to complete a process
from beginning to end
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Question
“How does a reduction in cycle time benefit an organization?”
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CYCLE TIME REDUCTION
• Identify and eliminate costly rework• Frees up resources• Improves productivity• Frequent target for TQM
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VARIATION
• All processes have variation• Different types• Some is acceptable• Some is not acceptable
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Common Causes
Result in normal process variation.
Are specific to each process.
Can be reduced by changing the process.
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EXAMPLES
• Unusual findings in OR• Hosp ECHO/cath delays• Hosp biopsy delays• Hosp lab delays• Recip on LVAD• Scheduling multiple teams
© 2001 ASQAll rights reserved.ASQ IL2-14
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Special (Assignable) Causes Are attributed to something outside of the
process. Result in abnormal process variation. Do not result in process improvement
if eliminated.
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EXAMPLES
• Landing at wrong airport• Team to wrong hospital• Cab lost and napping• Organ missed plane for 8 hrs• No slush machine• Liver in a heart box
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PROCESSS IMPROVEMENT
• First eliminate special causes of the variation
• Then reduce the common causes of variation
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CROSBY
• Zero defects• Products free from error
• Unchecked variation leads to
Failure to meet customer requirements• Known as defects
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SCALE
• If you have a million actions, you can’t afford to have even 1% error rate
• 10,000 defects• Six Sigma = 3.4
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PROCESS MANAGEMENT
• Collection of practices• To improve quality management• And process effectiveness• For the entire organization
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ORGANIZATIONAL PROCESS
Customer Input
Customer Process Resources
Customer Output
© 2001 ASQAll rights reserved.ASQ IL2-22
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Process Management
Quality improvements are applied to single processes within manufacturing or service.Quality improvements are applied to all organizational activities through process management.
Before TQM
After TQM
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1. Establish ownership
2. Describe purpose of process
3. Define process, interfaces
4. Organize improvement team
EIGHT PRINCIPLESOF PROCESS MANAGEMENT
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EIGHT PRINCIPLESOF PROCESS MANAGEMENT
5. Document the process
6. Define points of control
7. Establish process measurements
8. Improve the process
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1. ESTABLISH OWNERSHIP
• Manager of organ allocation specialists and associated staff
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2. DESCRIBE PURPOSE
• Allocate all the organs, every time, in an efficient and effective manner on a timely basis
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3. DEFINE INTERFACES
• Donor hospital• Office staff• Answering service• Hospital coordinator• Transplant surgeon
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4. ORG IMPROVEMENT TEAM
• Organ allocation specialists• Hospital coordinator• Transplant surgeon
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5. DOCUMENT PROCESS
• DH OS HC TS
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6. DEFINE POINTS OF CONTROL
• Who we notify electronically• When we notify electronically• Who we call• When we call
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7. ESTABLISH MEASUREMENTS
• Number of notifications• Number of calls• Time it takes
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8. IMPROVE PROCESS
• Make simultaneous notifications• Make simultaneous telephone calls• Conference calls
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RESULTS
• Increase number of notifications electronically
• Cycle time is shortened• Reduction in number of telephone calls• Reduction in cycle time