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Department of Comparative Medicine Mouse Husbandry Process Improvement

Department of Comparative Medicine Mouse Husbandry Process Improvement. Tom Partridge Quality Improvement Advisor Office of Research Quality Management Services. Background. Department of Comparative Medicine (DCM): The Problem:

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Department of Comparative Medicine Mouse Husbandry Process Improvement

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  1. Department of Comparative MedicineMouse Husbandry Process Improvement Tom Partridge Quality Improvement Advisor Office of Research Quality Management Services

  2. Background • Department of Comparative Medicine (DCM): • The Problem: • Current Mouse Husbandry practices were increasing the risk of repetitive motion injuries, decreasing teamwork and morale, creating process bottlenecks and potentially jeopardizing regulatory compliance. • Project Goals: • Improve Safety, Teamwork & Staff Satisfaction • Balance Daily and Weekly Workloads • Maintain Regulatory Compliance • Challenges: • Team Training Logistics • Lack of Operational Data and Metrics

  3. DMAIC • The Six-Sigma Process Improvement “Roadmap” consists of five steps: • Define • Measure • Analyze • Improve • Control • Provides an Improvement Process “Backbone” • Complimented by Change Management

  4. Define • Goals: • Define project purpose, scope and deliverables • Obtain background and customer requirements • DCM Tools: • Project Charter (Elevator Speech) • High-Level Process Map • Issues Log • Project Management (Timeline, Communication Plan)

  5. The Elevator Speech • “This project is about: Improving Department of Comparative Medicine’s (DCM) Mouse Husbandry Processes.” • “It is important because: Mice are used at all DCM sites and account for the majority of research animals and FTEs; Mice process improvements should give us the best return for our efforts.” • “Success will look like: Better Teamwork and Communication; Improved/Balanced/Documented Process Flows; and a Safer Work Environment.” • “What we need from you: Openness/willingness to help us build on our strengths and shore-up our weaknesses; by staying aware/engaged and sharing your questions/ideas as we improve – together.”

  6. High-Level Process Map (brief)

  7. Issues Log (brief)

  8. Established High-Level Timeline

  9. Communication Plan

  10. Measure • Goals: • Determine current performance • Focus improvement efforts • DCM Tools: • Data Collection Plan • Process Observations and Caretaker Interviews • Value Stream Mapping • External Benchmarking

  11. Data Collection Form (brief)

  12. Value Stream Map (Mouse Husbandry)

  13. External Benchmarking (brief)

  14. Analyze: • Goals: • Identify root causes of defects • Transform data to information • DCM Tools: • Time Series Analysis and Charting • Capability Analysis • Spaghetti Diagram Process Flow Analysis

  15. Time Series Analysis

  16. 90% 10% 90% 90% 10% 10% 10% 90% Capability Analysis(Stability & Capacity)

  17. Spaghetti Diagram (20-04 Re-Supply) General Model(M-W) 1 Look for T-Cart: 12Z 2 Look for T-Cart: 20-26 3 Look for T-Cart: 21Z 4 Load Supplies: 02Z 5 Load Supplies: 21Z 6 Load Supplies: 21-97 7 Put T-Cart in 20-04 8 Get Water Bottles: 20-54 9 Put Water Bottles in 20-04 10 Get Feed: 20-95A 11 Put Feed in 20-04 12Begin Changing 13 Take “dirty” load to 20-27 14 Repeat Process Re-Supply activities may range: 8 to 30 minutes 3-4 times a day

  18. Improve • Goals: • Develop a prioritized solutions list • Implement solutions that address root causes • DCM Tools: • Brainstorming and Affinity Analysis • Project Filtering (Ease-Impact Analysis) • Kaizen Teams (Cross-Functional) • Communication Plan

  19. Kaizen Teams • Kaizen #1 Scheduling Objective: Develop/Validate 5-Day Staffing Model • Kaizen #2 Caretaker Activities Objective: ID/Document (SOPs) Caretaker “Best Practices” • Kaizen #3 Washer Activities Objective: ID/Document (SOPs) Washer “Best Practices” • Kaizen #4 Autoclave Activities Objective: ID/Document (SOPs) Autoclave “Best Practices” • Kaizen #5 Supplies and Equipment Objective: Improve Operational Efficiency

  20. Kaizen #1 Scheduling • Kaizen Leader: L. Duipiano • Objective: Develop/Validate 5-Day Staffing Model • Deliverables: • Cage Change Workload balanced over 5 days • Hourly & Daily Rates supporting Safety recommendations • Bi-Annual Total Room Cleans Schedule

  21. Master Schedule (6AM to 11AM)

  22. Control • Goals: • Sustain the Gains • Continuously Improve • DCM Tools: • Control Plan (Measures and Action Signals) • Performance Metrics (Individual and Departmental)

  23. Weekly Workload Leveling (SPC)

  24. Daily Change Activity(brief)

  25. Results: Weekly Workload Leveling

  26. Results: • Improved Safety • Improved Teamwork • Improved Process Flow • Improved Regulatory Compliance

  27. Positive feedback from the team… “No apparent shortage of clean supplies.” “Washer area does not back up like it did in the past (have time to breathe).” “Employees know how their day is going to look - it is predictable.” “Everything is clean at the end of the day.”

  28. Questions?

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