Presented by: Alora L. Brock, Master Black BeltPresented to: WCBF Lean Six Sigma in Healthcare Conference

Date: May 12, 2011

Cancer Treatment Centers of America Case Study: Lean Six Sigma Training and Development

About Cancer Treatment Centers of America

Our MissionCTCA is the home of integrative and

compassionate cancer care.We never stop searching for and providing

powerful and innovative therapies to heal the whole person, improve quality

of life and restore hope.

Our VisionTo be recognized and trusted by people

living with cancer as the premier center for healing and hope.

Discussion Objectives

• Explore the CTCA approach

• Ensuring strategic alignment

• Developing and optimizing your Lean Six Sigma T&D program

• Deployment Tactics

• Lessons Learned

Strategic Alignment

VisionTo have a fully integrated Lean Six Sigma philosophy across the

enterprise, through empowered Stakeholders that deliver exceptional results and consistently strengthen the Mother

Standard® Model of Care.

MissionTo enable and empower all CTCA Stakeholders with world-class

Lean Six Sigma strategies and methodologies in order to inspire process innovation and drive the delivery of a superior patient

experience in the most effective, efficient and responsive manner possible.

Training and Development Model:• Embed the expertise within the hospitals

• Centralized LSS group provides training and facilitates enterprise events• Phase I goal was to quickly involve 20% of stakeholders within all departments at all levels for the approach to take root

• Three pronged approach: A3, Kaizen, Green Belt

Lean Six Sigma at CTCA

"I cannot teach anybody anything, I can only make them think." - Socrates

Strategic Deployment

CTCA Strategic Planning Process

Problem

Problem

Value Stream Mapping Event

CTCA LSS Deployment Tactics

LSS Knowledge Transfer

"What I hear, I forget. What I see, I remember. What I do, I understand.”

- Confucius

LSS Knowledge Transfer

• Green Belt instruction and coaching support• Complex data analysis• Enterprise kaizen facilitation• Strategic Planning

• A3 instruction and coaching support• Local kaizen facilitation• Green Belt Program support• Strategic Deployment

• Project work - results• Project Leaders• A3 coaching support• Strategy Execution

CTCA LSS Curriculum

• A3 Performance ImprovementSM Program

• Lean Six Sigma Green Belt Course

• Executive Champion Training

• Lunch and Learn Sessions

• Kaizen Facilitator Training

A3 Performance ImprovementSM

• Foundational Offering• Fosters a culture of Lean Thinking and “Learning to

See”• 8 week course (2 hour class per week)• Typically 20 participants per offering• Learn by doing• Lean tool training and application• Projects focused on incremental improvements• Projects typically stem from VOC information and

pain points

A3 Performance ImprovementSM and DMAIC

Define

Measure

Analyze

Improve

Control

LSS Green Belt Program

• Specialized Offering• Participants selected based on established criteria

• Average class size: 8-10 students per year

• 11 days of class time over a four month period

• Learn by doing

• DMAIC methodology with both Lean and Six Sigma tool application

• High impact projects

• Projects directly support strategic objectives

• Involves extensive mentoring and coaching

• Physician program

Program Support Courses

Strategy Deployment Example

According to our Patient Loyalty data, scheduling is one of the top concerns for patient dissatisfaction across the enterprise. There were 214 complaints, suggestions, inquiries and grievances for

the period of July 2009 to February 2010, related to scheduling.

Problem Statement:

SMART Goal Statement:

Reduce the number of patient complaints related to scheduling by 50% by July 1, 2010.

Key Indicators of Success

• Patient Loyalty– Net Promoter Score: 94.4

• Post Graduate Projects

• Contribution to CTCA Growth– 50% of FY11 Growth due to Enterprise

Kaizen activity

• Net Financial Impact

LSS Program Net Benefit

CTCA LSS Program Net Financial Benefit

$-

$5,000,000

$10,000,000

$15,000,000

FY07 FY08 FY09 FY10

Fiscal Year

Cost

Benefit

$900k $2.4M $12.3M$12.6M

Start Up Net Benefit Example

• Actual example of a partner hospital applying the same model.

Hospital X CTCA T&D Model Year One Impact

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

1

Cost

Savings

$5M Net Benefit

Lessons Learned

σ Leadership support must be active, not passiveσ If you do not have leadership support, then you are not selecting the right

projects or are not deliveringσ Focus on early successes and supportive departmentsσ Do not limit yourself to one deployment tacticσ Self sustainability goal of 2 years from program implementationσ Utilize existing structures to integrate your programσ Maintain flexibility in adoption styles and delivery methodsσ Select the tools that fit your organizationσ Don’t get lost in the details of mechanicsσ Training programs without direct ties to organizational goals and objectives

are resource drainers and resume buildersσ Learning styles varyσ Change Management is key to sustainability

The Future of LSS at CTCA

• Are your results tied to key strategic drivers?

• Do your employees understand how your LSS program supports the Mission for your organization?

• What deployment tactics are utilized as part of your LSS program and supported via training?

• What is currently working? What isn’t?

• Is your program showing a return on investment?

Key Takeaways

For more information please contact:

Alora Brock

alora.brock@ctca-hope.com

© 2011 Rising Tide

Thank You! Questions?