Value Stream Assessment Report OutApril XX, 2014
Value Stream Sponsor Date
Sanitizing Project Mark Kenneday April XX, 2014
Value Stream Assessment Team
Dr. RandolphDr. JenningsSandy MooreMark Robinson
James CountsRobert Ray (GB, Team Leader)Mario Wallace (BB) Marlon Joiner
Photo?
Project Pipeline Development
Project Activities
D’ VOC, SIPOC Map, CTQ Tree, Value Stream Map, Project Charter
M 5 ‘s, SIPOC Review, Waste Matrix, Data Collection, Value Stream Map (Current), Picture Taking
A 5’s, Value Stream Map (Current), Waste Matrix, Data Collection, Cycle Consensus Criteria Method, and Lead Times
I Future Process map and Full Analytical Method
C RFP, Policy implementation, Report “Call Out”
Summary of Diagnostic Activities
Voice of Customer
Voice of Customer
Roadblocks
CTQ Tree
SIPOC Diagram Sanitizing
•In-house first responders•Getinge•American Sterilizer•Steris•Baker Co. •Castle•Johnson & Johnson•Fisher
•Business managers •Directors •Researchers •Expertise with the equipment•Parts for repairs•PM program•Corrective Maintenance•Access to the equipment•Multiple contracts
• Equipment fails or is scheduled for PM
• Service company is notified
• Equipment repaired or PM completed
• Paperwork is completed
• Invoice paid
•Functional Equipment•Well Maintained Equipment•Timeliness of the product•Loss of revenue•Equipment downtimeUnnecessary spends •Defects in service
•Patient Care- Clinical•Cancer Institute•Institute on Aging•Research•Pharmacy
•Functional Equipment•Timely Service
Muda
Suppliers Inputs Process Outputs Customer Requirements
Waste Matrix W O R M P I I T
Contracts
Multiple contracts
Duplication of same duties Drafting
redundancies N/A
Director’s managing contracts
PM
Too many layers
Duplication of processes
N/ABusiness managers
CorrectiveMaintenance
10 day average delay in service response;Waiting for parts
Multiple service order processing; sending emails
Duplication of responsibilities
Gathering tools to transport to other locations
Excessive Lead times; too many hand offs in processes N/A
Transporting oflab materials
BillingDuplication in billing
Duplication in filing N/A
Equipmentdowntime
Waiting for service; decrease in customer demand
Gathering tools to transport to other locations Opportunities
lost N/ATraveling to other areas to use equipment
Spends
Paying too much for service
Duplication of services N/A
Personnel
Too many personnel involved
Personnel doing the same processing
Too many non- productive hrs
N/AToo few experts involved
Walking to equipment locations
Muda
VSM Preventive MaintenanceMark Robertson
VSM Corrective MaintenanceMark Robertson
VSM IDTMark Robertson
VSM Preventive MaintenanceDr. Jennings
VSM Corrective Maintenance Dr. Jennings
VSM Preventive MaintenanceSandy Moore
VSM Corrective MaintenanceSandy Moore
Project Idea BankPotential Project Idea Listing
1 Billing Reduce duplications
2 Contracts Streamline contracts
3 Visual Aids
Reduce hand offs
4 Lead time Reduce lead time
5 Cycle time Reduce cycle time
6 Expert centric
Use experts in process
7 Hand offs Eliminate layers of hand offs
8 Spends Decrease spends
9 Personnel Reduce amount of personnel in process
10 Equipment M&R non-repairable equipment
11 RFP Draft RFP with sanitizing team
12 Policy Develop policy to ensure that the sanitizing protocol remains and oversight of contracts is managed
13 Queue times
Eliminate queue times
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Project Name: UAMS Sanitizing Control Equipment ContractLink to Strategy: Reduced expenses and better quality products
Problem/Opportunity Statement: Objective Statement:Multiple departments, multiple contracts, with multiple vendors providing various levels of services on similar equipment, which leads to inconsistent outcomes and missed financial gains.
Leverage the large scope of sanitizing services across UAMS to reduce current spends by 25% by 06/30/14.
Metrics: Scope:• Primary: Positive Financial impact will be the primary effect of this
project. However, we need to also include ending up with a more comprehensive program.
• Financial: Reduce current spends by 25%• Consequential: Better oversight of sanitizing equipment across
UAMS campus and monitor the customer satisfaction of the new program.
In: Clinical, Research , Education, and the various Institutions will be a part of the effort to consolidate spends for sterilizers, instrument dishwashers, cage washers, autoclaves, scope washers, tunnel washers, and bottle washers.
Out: Any Sanitizing equipment determined cannot be part of a larger effort or are not located at the main campus.
Team: Timeline:•Sponsor: Mark Kenneday• Team Leader: Robert Ray (Green Belt)• Finance Rep: James Counts (Supply Chain)• Team Members: Robert Ray, Mario Wallace, Marlon Joiner, Mark Robertson, Jim Counts, Mildred Randolph, Sandy Moore, Joyce Matthews, Michael Jennings and Renee Raines.
• Estimated Start Date: 11-22-13 (Project Kick-off Meeting)
• Estimated Duration: 5 months
Project Charter
Key Learnings & Insights from Assessment Team
Data Wish List
Customer Demand (Takt)
Annual spends Uptime Downtime
Next Steps
Other Work
What questions do you have?
Thanks Again to Sanitizing Team!