WI 550: Operations Management Course Project Part C © Strayer University. All Rights Reserved. T...

Assignment 2 - Kaizen Event Part B

Lacita Dedeaux

JWMI 550 Operations Management

Professor Richard Chua

November 3, 2019

Potential Kaizen Events

· Contact Veteran (1) – Lead Time is undeniable more than Process Time. The time eliminated by sending veterans letters, checking in through Kiosk, and making reminders calls. This segment is significant that depends on the factors listed about our veterans that need to implement in a Primary Care Workout.

· Conduct A Mock Process Time within Primary Care – During the Mock Process- Lead Time is far more than Process Time. It is noted that the Process Time is less because of the scheduling and availability of the Veterans and Staff. Internally the Process can be improved. However, it does not license a Kaizen event to eliminate processing.

Kaizen Event Target / Rationale

· Kaizen Event Target: Review Process Time:

Process Time=15

Lead Time=30

C&A=50%

Rationale: This is the primary step in which the Veterans Check-In, and this is also equivalent in the bottleneck process. Process Time is only 50% of the Lead Time. The gap is a given time to satisfy the needs of the Veterans Care.

Kaizen Objective

The objective is allowable time toward the veterans about this process of being seen in their primary care appointments. Also, if there are any changes, during their meetings, providers can make changes and address the issues.

Kaizen Scope

Kaizen Scope states, “In the Japanese language that word Kaizen is derived from two Kanji, the first ‘Kai’ 改, meaning ‘change,’ and the second ‘Zen’ 善, meaning ‘good.’ Hence the literal meaning of the word being ‘change for the better,’ i.e., improvement. So, the average Japanese would use the word Kaizen to express development. Notice there is no reference to this improvement being continuous or in small steps or being part of a philosophy or mindset. (1.) That’s why it is so imperative that the Veterans Administration produce strategies to eliminate waste time within the organization, targeting Primary Care.

Kaizen Agenda

Day	Time	Session Topic/Objective	Lean Tools	Output/Deliverables	Rationale
1	815-830	Agenda Review			Leadership Assemble
	830-845	CMO			Training Instructions for New Staff/Providers
	845-900	Medical Support Assistant			Scrubbing Issues
	900-915	Patient Advocate			Pain Medication Issues
	915-930	Call Center			Phone Calls
	930-945	Wrap Up			Closing
2
	900-930	Meeting with Leadership		Communication
	930-1000	Goal Setting	S.M.A.R.T.	SMART Goals	Developed for Specific Goals
	1000-1100	Development Plan
	1100-1200	Presentation Prep		Executive Presentation	Each person on the leadership team implement change and present numbers of process.
	1200-1300	Wrap Up

Categorization for Session Topics

The underlying sessions are intended to familiarize the group with the procedure and answer any inquiries identified with the system itself. During the meetings, the Veteran Administration can use mythology called Design for Six Sigma (DFSS) or DMADV. DMADV stands for Define, Measure, Analyze, Design, and Verify. I want to analyze from the DMADV, the Measuring Tool, which “Translates customers’ needs into CTQs, or what critical to quality in the eyes of the customer. (2.) The Veterans Administration organization has these different sessions to focus on Veterans and their families, which focus on the Voice of the Veterans. And having these sessions with leaders in the organization reduces wastage using the Six Sigma DMADV.

DMADV

Define — The problem or improvement opportunity, Y, is defined. Tools used to determine the

opportunity include the project charter (detailing the problem statement, goal statement,

project scope, metrics/CTQs, operational and financial impact, project team, stakeholders,

milestones, and approvals) and SIPOC (a high-level process map). (2)

Measure — Measure the size of the problem, document the process, identify essential customer

requirements, and identify and theorize on potential Xs that are key Xs in Y= f(x). (2)

Analyze — Plan for data collection, analyze the data, and diagnose the critical Xs that drive

performance. Tools used for analysis include a data collection plan to test likely theories,

hypothesis testing, and inferential statistics (such as correlation, regression, and analysis of

variance (ANOVA)). (2)

Design — Develop solutions to address proven Xs. Tools used for improvement include

creative idea generation, evaluation and selection matrices (such as criteria-based matrix

and Pugh matrix), design of experiments (DOE), detailed process maps, failure modes effects

analysis (FMEA), and pilots and statistical tests to confirm the significance of results. (2)

Verify —  Solutions are implemented, and restrictions put in place on proven key Xs to ensure

project gains on Y are sustainable. Tools used for control include mistake-proofing, control

plans, SPC control charts, process capability, training, change management, standard

operating procedures (SOPs), and sign-off on results. (2)

References:

1.) https:// four principles .com /kaizen

2.) Week 5 Lecture: Variation is Evil: Reduce it with Six Sigma 

3.) Lean Six Sigma Pocket Toolbook: pp. 1-19, 61-62, 64-68, and 270-273

References: