1. 1 AMERICAN SOCIETY FOR QUALITY QUALITY 101 Michael Hagan, D.O. MHSA, CMQ Director of Quality Improvement Gift of Life Michigan

2. 2 MODULE 4 PROCESS MANAGEMENT

3. © 2001 ASQ All rights reserved. ASQ IL2-3 3 Module 4: Process Management Basic Process Model

4. 4 T Q M Fundamental belief of TQM Best way to improve a service or a product is to Continually Improve the process

5. 5 PROCESS MODEL Group of activities Takes an input Adds value Provides an output For internal/external customer

7. 7 SYSTEM Set of processes that work together for the overall good All processes exist within Greater system Systems can exist Within other systems

8. © 2001 ASQ All rights reserved. ASQ IL2-8 8 Cycle Time u Time it takes to complete a process from beginning to end

9. © 2001 ASQ All rights reserved. ASQ IL2-9 9 Question “How does a reduction in cycle time benefit an organization?”

10. 10 CYCLE TIME REDUCTION Identify and eliminate costly rework Frees up resources Improves productivity Frequent target for TQM

11. 11 VARIATION All processes have variation Different types Some is acceptable Some is not acceptable

12. © 2001 ASQ All rights reserved. ASQ IL2-12 12 Common Causes u Result in normal process variation. u Are specific to each process. u Can be reduced by changing the process.

13. 13 EXAMPLES Unusual findings in OR Hosp ECHO/cath delays Hosp biopsy delays Hosp lab delays Recip on LVAD Scheduling multiple teams

14. © 2001 ASQ All rights reserved. ASQ IL2-14 14 Special (Assignable) Causes u Are attributed to something outside of the process. u Result in abnormal process variation. u Do not result in process improvement if eliminated.

15. 15 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

16. 16 PROCESSS IMPROVEMENT First eliminate special causes of the variation Then reduce the common causes of variation

17. 17 CROSBY Zero defects Products free from error Unchecked variation leads to Failure to meet customer requirements Known as defects

18. 18 SCALE If you have a million actions, you can’t afford to have even 1% error rate 10,000 defects Six Sigma = 3.4

19. 19 PROCESS MANAGEMENT Collection of practices To improve quality management And process effectiveness For the entire organization

20. 20 ORGANIZATIONAL PROCESS Customer Input Customer Process Resources Customer Output

22. © 2001 ASQ All rights reserved. ASQ IL2-22 22 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

23. 23 1.Establish ownership 2.Describe purpose of process 3.Define process, interfaces 4.Organize improvement team EIGHT PRINCIPLES OF PROCESS MANAGEMENT

24. 24 EIGHT PRINCIPLES OF PROCESS MANAGEMENT 5.Document the process 6.Define points of control 7.Establish process measurements 8.Improve the process

25. 25 1. ESTABLISH OWNERSHIP Manager of organ allocation specialists and associated staff

26. 26 2. DESCRIBE PURPOSE Allocate all the organs, every time, in an efficient and effective manner on a timely basis

27. 27 3. DEFINE INTERFACES Donor hospital Office staff Answering service Hospital coordinator Transplant surgeon

28. 28 4. ORG IMPROVEMENT TEAM Organ allocation specialists Hospital coordinator Transplant surgeon

29. 29 5. DOCUMENT PROCESS DH OS HC TS

30. 30 6. DEFINE POINTS OF CONTROL Who we notify electronically When we notify electronically Who we call When we call

31. 31 7. ESTABLISH MEASUREMENTS Number of notifications Number of calls Time it takes

32. 32 8. IMPROVE PROCESS Make simultaneous notifications Make simultaneous telephone calls Conference calls

33. 33 RESULTS Increase number of notifications electronically Cycle time is shortened Reduction in number of telephone calls Reduction in cycle time