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Editor's Notes

1. MP TO PUT OUR STORY INTO PERSPECTIVE, LET ME TAKE A MOMENT TO PROVIDE YOU A VERY BRIEF OVERVIEW OF THE SHARP HEALTHCARE ORGANIZATION. SHARP IS A NOT-FOR-PROFIT, FULLY INTEGRATED HEALTH CARE SYSTEM SERVING THE ENTIRE COUNTY OF SAN DIEGO FOR OVER FIFTY YEARS…….. And for our last polling question, please let us know what industry you work in
2. MP TO PUT OUR STORY INTO PERSPECTIVE, LET ME TAKE A MOMENT TO PROVIDE YOU A VERY BRIEF OVERVIEW OF THE SHARP HEALTHCARE ORGANIZATION. SHARP IS A NOT-FOR-PROFIT, FULLY INTEGRATED HEALTH CARE SYSTEM SERVING THE ENTIRE COUNTY OF SAN DIEGO FOR OVER FIFTY YEARS…….. And for our last polling question, please let us know what industry you work in
3. MP Start of many process improvement initiatives: Things “need to be better, or improve” But this critical step is often overlooked and leads to failure How many times have you been part of a “process improvement initiative” only to see all those efforts either: Result in improvement that is short lived Or drift to a state of marginal improvement This is because of our eagerness to get the work done without thinking of where we are and where we are going Would you start a long journey with no idea where you are and where you are headed?
4. MP How to determine where you are and where you are headed: Define where you are by: Looking at what the problems are, accept that you may not know the causes yet Determine how things will be measured, again accept that you may add to these measures Conduct baseline measures, this will later help you measure effectiveness Determine what success looks like by: Listening to the voice of the customer, what you want usually doesn’t matter, what they want does Job seeker example GM example Defining what successful measures will be: Better time measures (be careful) Better cost measures (be careful) Better quality measures Better outcomes Anecdotal measures The definition of success may be partially defined by the driver for improvement For example, if your customers are saying quality is too low, you wouldn’t necessarily focus on cost savings
5. MP Sustaining the gains/improvements are one of the areas that many projects fail: We all have examples from our experience of those projects that improve performance for a short time, but them everyone slowly returns to their old ways Early on or in some cases before starting the project, look at the tools that you have to make the improvement sustainable and review any “infrastructure” like policies and procedures that may need to be changed. If policies and procedures need to be changed, you will need to build into your plan the necessary steps based on your organization. Approvals from sr. leadership, committees, etc. Impact on other departments that utilize/are governed by the same policy/procedure Input and buy in from customers For example: if you are changing the service delivery model, you want input from those that receive the service Do you use audits? (how, what resources do you have, who would do it, what is the enforcement mechanism) Incentives? (what kind, how do you fund?) Watch for unintended consequences
6. MP It is impossible to improve any process that is not consistent from the Toyota Way Process improvement is difficult enough with one process, let alone 5 processes that are inconsistent and vary from person to person So ask your self, are your processes stable? If they are, then you can proceed with the initiative If they are not, this makes things very difficult How do you do a baseline measure? Are the variable processes the cause of the issue? Work to create one process and see what the impact is You may still be able to measure a baseline, but it would probably need to be something like customer satisfaction Also be prepared to accept that part of your processes/infrastructure may be hiding problems In Toyota Way one manufacturing process that hides problems is traditional “batch” manufacturing where a large supply of parts is made, but that has an unintended consequence of hiding inefficiencies in planning and production
7. MP Here are some examples of things within Recruiting that would potentially hide problems
8. MP Finally before starting: Assess if you have the resources necessary, this is another point of failure or at least delay for projects Identify other obstacles and proactively try to find a way to mitigate them Buy in from someone that is hard to convince Cooperation from another department Systems and processes that would not support change or need to be worked around
9. Many of the elements of Six Sigma and touched upon in The Toyota Way To be honest, I didn’t read Toyota Way until after the Six Sigma Project was complete and realized that some of the concepts in the book were ones that we utilized and explored as part of our project
10. I have taken you through some of these earlier, specifically Defining and Control To Measuring on this slide I would add a baseline measure to establish a means by which to measure progress
11. Who functions at a Six Sigma level? Airplane industry…thinking about landings. Six sigma focuses on reducing variability, it does not much matter where – could be very useful in these businesses as well. 3  capability—historical standard 4  capability—current standard 6  capability—new standard We must deliver every project, product, or service with the highest quality. In today’s marketplace, “good” is no longer good enough. The experience of several world class companies which have dramatically improved quality levels using the Six Sigma method has demonstrated that: We can be much better if we take a rigorous approach to quality improvement. Six Sigma means: A 99.99966% probability that we will not pass on a defect to the customer.
12. March 2005 was as far back as I could go We’re a big organization with a lot of moving parts, so obviously these improvements are the result of many initiatives, some of which were part of or resulted from six sigma, but some were independent or even beyond our control
13. MP
14. MP Applicant volume increases started small in July 2005 and kept growing stronger and stronger with some fluctuation
15. MP We started tracking applicants per posting because we recognized the number of postings declining and felt that this decline would eventually impact the volume of applicants, which is something that we may be seeing today.
16. MP For those of you outside of healthcare, Registry is something like a last minute temporary employee… they come in to cover for a shorter period of time, usually for unplanned absences Having additional available staff and a strong internal temp pool can mitigate the need for external registry We also implemented an internal system that allows employees to “bid” on available shifts for coverage
17. MP Dramatic reduction in Registry Hours
18. MP The reason I did not share cost with you is the number was deceptive. The underlying structure of how we worked with Travelers changed completely since FY 2004 and the per hour rate increased dramatically as a result.
19. MP So getting to the focus of this presentations title, these are the results we have for quality of hire We measured quality of hire for the purpose of this presentation by comparing average merit increases for individuals hired on or after FY 2004 FY 2004- before the Six Sigma Project This slide reflects the percent increase in average merit increase since the FY 2004, not the actual increase to salary Quality of hire is the result of a process As you can see, Six Sigma is a great tool/methodology for reviewing and improving processes So look at where you are, and where you want to be: The D in DMAIC stands for Define, so define what a high quality hire is. Is it mgr satisfaction, performance, cultural integration, team integration, new hire satisfaction, is it multi-dimensional? What time frames are critical? Then decide if a Six Sigma process is what you need to make the improvements necessary. Look at the variability, determine what is driving it and fix it. Keep asking why throughout the process? The C in DMAIC stands for control and that is the true key- building a sustainable fix.
20. MP I feel that the non-measurable improvements are the true benefits and the measurements are the outcome of those improvements Being data driven, being more confident in moving forward with new technologies You have a comfort with data going in You have a comfort with data to evaluate efficacy
21. MP Communication improves relationships Armed with data and experience, we are more comfortable providing input to managers More comfortable innovating
22. MP Throughout the talent supply chain, more accountability Perfect- no Better- yes
23. MP My contact information is: [email_address] Also on LinkedIn and Twitter I also have a blog: socalrecruiting.wordpress.com