PROBLEM
HR received the brunt of great frustration at this
Hospital. They were only able to fill
critical Nurse and Medical Technician positions, within the 90 day goal, only 30% of the
time. This hurt the Medical Center's
ability to serve their patients.
LEAN SIX SIGMA TOOLS
Process Flow Mapping
IMPLEMENTATION DETAILS
1). See the attached
link for the complete Process Flow Map.
As you can see it has hundreds of steps.
Different departments are represented with different colors. http://www.supplyvelocity.com/April_2009_HR_PFM.ppt
2) The HR Lean Team
mapped the process, sorted it into:
Green - Value added
to internal customers
Yellow - Non Value
Added but required by government regulations
Red - Non Value Added
and should be eliminated
3) There were 19
times that we had to type in a potential employee's name, SSN and contact
info!
4) They then
brainstormed how to eliminate these non value added steps. The complete list, with a quantification of
time saved is shown on the attached link. http://www.supplyvelocity.com/April_2009_HR_Redtaglist.xls
5) We started with
the green highlighted action items, which were the easiest (didn't require
interacting with the government bureaucracy) and had the highest return.
When we initiated
this process we focused on HR. While internal
customers can cause delays, we wanted to focus on what HR could do to improve
performance before talking to other departments. However, in retrospect, it would have been
better to include representatives from internal customers, such as
Nursing. We did not make the team
cross-functional. As improvements were
rolled out, we realized that we were too HR focused and should have included
"internal customers" of the process on the team.
All Lean Teams should
be cross functional in departments and management levels (individual
contributors to executives).
IMPACT ON PEOPLE
It was difficult for some of the HR staff to make the
transition. Many had been doing it the "old way" for decades. For
these people, it took more work for the HR Director to sell the improvements we
made. Her consistency, in applying these
tools, eventually brought everyone on-board.
RESULTS
The "Recruiting
completed within 90 days of application" measure increased from 33% to 56%
within 6 months. This is still below our
minimum expectation of performance, but definitely better. Work is currently happening to integrate Nurses into this process.
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