Professional Documents
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n August 2007, our organization implemented the Six Sigma methodology to optimize current processes and production, increase viable units of red blood cells, and assist in overall efciencies and driving cost containment. Therefore, Six Sigma projects were chartered in recruitment, collections, component manufacturing, and distribution. During the implementation phase of the methodology, our management staff was refocused to drive accountability to sustain project results and use data to drive decisions in their respective departments. Managing during the economic downturn proved this to be an even more appropriate management decision. Six Sigma has proved to be the stabilizing factor in assuring that our leadership team has improved critical thinking skills necessary to continue to drive our organization forward in meeting strategic objectives. To ensure a dened culture change in our management team, each department head, with the responsibility of complex decision making and prot and loss accountability, was required to become either a Process Ownerthe individual who is responsible for process performance and resources and who provides support, resources, and functional expertise to Six Sigma projectsor a certied Green BeltSix Sigma Green Belts are part-time practitioners in process improvement; they lead small project teams to address problems using the Six Sigma methodology.
several key factors to promote a continuous Six Sigma culture. As reinforcement, Six Sigma is one of the strategic initiatives in our organization. The Six Sigma principles have become how we do business on a daily basis and are known to us as a part of our DNA. Including Six Sigma as part of our strategic plan ensures that the Six Sigma commitment remains present, highly visible, and is promoted throughout the organization.
Resistance to change
Like any new program, there will be employees and process owners who believe things are Fine just as they are, We have always done it this way, and It will never workwe tried that before when you start to role out Six Sigma. The divine beauty of Six Sigma is that data do not lie; it is based on exactness, so one has undisputable data and the opportunity to truly understand it to drive decision making.
focus on alternative solutions to provide better feedback led to improved trust among the team. Team participation and engagement resulted in changed behavior. A few of those mistakes were as follows: not ensuring a full understanding of how to utilize the control plan, misinterpretation of some of the elements in the control plan, and underutilization post-project closure of the control plan. We were able to identify our mistakes through the utilization of a robust communication plan, which will be discussed as you read further.
Denition
Communication PlanThe communication plan is a clearly dened plan outlining the frequency of reporting project results versus the project specication limit, and the communication of corrective action if the specication limit falls outside of range.
Denitions
Black BeltIndividual trained and certied in the Six Sigma methodology, analytical problem solving, and change management methods, and who leads a project of signicant value to completion.1 Project ChampionThe Project Champion is accountable for the results of projects and the business roadmap to achieve Six Sigma results within their span of control.1 Control PlanA detailed assessment and guide for maintaining control of the process characteristics and associated variables to ensure capability of meeting the established specication limit.1 Reaction PlanA plan written, whereas when not meeting the established specication limit, it directs to drilling down to root cause, contributing factors, and necessary corrective action to drive the process back in control. Specication (spec.) LimitThe bounds of acceptable performance for a characteristic.1 To sustain improvements post-project closure, there are three key factors that are driven by the process owner: DMAIC Principles and focuses. (DMAIC principles to be discussed as you read further.) Daily Accountability for sustainability. This includes line managers, supervisors, and staff. Ensure management Engagement.
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DMAIC APPLICATION
There are ve phases of Six Sigma, known in short as DMAIC (duh-may-ick). DMAIC is a component of the Six Sigma methodology that is used to improve processes by
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eliminating defects, which certainly have applicability in blood center operations. The DMAIC term means dene, measure, analyze, improve, and control (Six Sigma Academy). DMAIC means: Deneset the context and objectives for the project; Measureprocess inputs (x) that may affect the output (y); Analyzestudy x to determine how, why, and to what degree they have an impact on your goal/output (y); Improveidentication and implementation of statistically validated improvements; Controlclearly dened, robust, and implemented plan to sustain success.
method and technician skills may vary, the concept is to identify the best possible vein for venipuncture (Fig. 2). A pilot study using the VRS was conducted over a 3-month period. Pilot groups included a community donor center (CDC), as well as a mobile environment. At the CDC, there was a 3.5% improvement, and the mobile pilot yielded a 4.1% improvement. Utilizing statistical tools, such as a capability analysis and a two sample t test, we compared baseline data (pre-) with pilot results (post) that showed a statistical signicant difference in pre-/ postresults minimizing defects and improving our automated collection loss rate.
Control phase
The Control phase is the last step in DMAIC. A control plan is written to assist in controlling the process to sustain your gain long term. The project improvements were nailed down in the control plan and fully implemented in collections. Once the improvements were implemented, the process owner signed off on the control plan and assumed full responsibility for sustaining the gain from statistically validate pilot results. Although the control plan captures all pertinent steps to sustain the process, continued measurement and analysis are warranted to keep the process on track and free of defects outside of the specication limits.
Dene/Measure phase
It is important to dene specic goals to be in alignment with the voice of the customer, as well as the voice of the business. In building the project charter, we determined the problem statement, project metric, and the project objective. To measure if defects are reduced in the improve phase, the 2R loss rate was established as the project baseline. Our baseline data revealed that our 2R controllable loss rate was 8.5% (output). In the absence of an industry standard for an automated collection loss rate, we reviewed historical data to evaluate improvement opportunities that would yield an output aligned with RBC demand, thus setting our objective at 4.5%. A project team was identied consisting of automated collections process experts, and the 2R process was mapped out (Fig. 1).
Analyze/Improve phase
Utilizing the Cause and Effects matrix and Failure Mode and Effects Analysis, we determined relationships and the factors of cause for defects in our automated collections process. Those tools revealed that one of the most critical steps (x) in our 2R process was improper vein selection for venipuncture contributing to an unsuccessful collection and resulting in what is known as Quantity Not Sufcient. In drilling down further, we found that we did not have a training plan nor conducted any training in phlebotomy specic to vein selection and/or the anatomy of the vein to support proper vein selection. As a result of using the aforementioned tools, the team had a better understanding of how to x the problem. The team piloted a vein rating system (VRS). Using this system, the staff is required to check each vein in each arm, applying a 1, 2, or 3 rating based on the anatomy of the vein (depth, location, size, and stability of vein), with a rating of 1 being the best rating and 3 being the most difcult rating. Although this is a subjective
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Steps taken
Project results falling outside of the agreed upon specication limit warrants clear and concise actions outlined in the control and reaction plans directing the investigation, research, and correction of the root cause of specication limit variance (Fig. 3). In the control phase, you will have already determined your process inputs (x) that are affecting the output (y), implemented statistically validated improvements, and written a control plan to sustain your gain. The control plan outlines the project focus, the specication requirements, method of measurement, who is responsible for measuring, frequency of measurement, where recorded, and corrective action.
Fig. 1. ALYX process map. Y = reduction of ALYX loss rate. ALYX = double RBC collection instrument.
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orous communication plan to report on project results. Each person responsible for reporting on his/her project reports the following: Prior months results versus specication limit; Corrective action if specication limit falls outside of range and lessons learned Necessary support needed to meet specication limit; and Follow up actions if warranted.
The monthly communication meeting is very interactive, includes peer exchange of best practices, and is also a way for process owners to take pride in sustaining the gain for their project(s) long term. The thought is whod want to report that theyre making an F on their report card? Even more so, it has become very competitive to be a process owner with a track record of meeting project specication each month. To ensure that this is the case, should the process owners have a concern regarding project results mid month, the process owner schedules a meeting with the resident Black Belt to ensure that all variables are identied and addressed to meet the specication limit at the end of the month.
When the control plan is used in the appropriate manner and the project specication limit is still out of range, the process owner then uses the reaction plan. The reaction plan is utilized to drill down to the root cause of a problem and corrective action to x the problem. Directions in a reaction plan are derived from how the resident Black Belt/Green Belt reacted and tweaked the process during pilot to yield statistical signicant results. Simply, the reaction plan consists of actions taken while in the analyze and improve phases of the Six Sigma project.
REFERENCE
1. Brue G. Six Sigma for Managers (BriefCaseBooks).
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