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!