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to Proposal Recommend an Improved UMHS Procedure for Obtaining Missing Materials To: Mr. Derek Huntman Warehouse Manager Materiel Services Department University of Michigan Health System Jacquelynn Lapinski Lean Coach / Project Manager University of Michigan Hospital C.S. Mott Children's & Women's Replacement Hospital Project From: IOE 481 Senior Design Project Group 4 Michael Mark Michael Priesand Vincent Zhang Date of Submission: February 16, 2009 Table of Contents Introduction......................................................................................................................................3 Background......................................................................................................................................3 Goals and Objectives.......................................................................................................................4 Key Issues........................................................................................................................................4 Project Scope...................................................................................................................................4 Proposed Approach..........................................................................................................................4 Data Preparation Phase................................................................................................................5 Literature Search......................................................................................................................5 Nurse Shadowing.....................................................................................................................5 Nurse Survey............................................................................................................................5 Nurse Interviews......................................................................................................................5 Data Collection Phase..................................................................................................................5 Spaghetti Diagram...................................................................................................................5 Time Study...............................................................................................................................5 Work Method Analysis............................................................................................................6 Data Analysis Phase.....................................................................................................................6 Data Validation Process...........................................................................................................6 Predetermined Time System....................................................................................................6 Standard and Normal Times....................................................................................................6 Post Work Method Analysis.....................................................................................................6 Expected Impact..............................................................................................................................6 Project Team and Experience..........................................................................................................7 Project Client...............................................................................................................................7 Project Coordinator......................................................................................................................7 Project Team................................................................................................................................7 Support Required from Operating Entities......................................................................................7 Schedule...........................................................................................................................................7 Estimated Team Hours Required.....................................................................................................8 Approval..........................................................................................................................................8 Appendix..........................................................................................................................................9 Gantt Chart..................................................................................................................................9 .........................................................................................................................................................9 Resumes.....................................................................................................................................10 2 Introduction Multiple times a day at the Surgical Intensive Care Unit (SICU) and Pediatric Cardio Thoracic Unit (PCTU) departments of the University of Michigan Health System (UMHS) the nursing staff needs to call Materiel Services Department because materials are missing from their designated room. In emergencies and other urgent situations nurses are forced to obtain these missing materials as quickly as possible when their patients need the materials. However, when materials are missing, there is no standardized procedure for how the nurses can obtain them, which at times may create non-essential non-value added labor. To reduce the amount of times a day materials are missing, Materiel Services Department is implementing a Logical Unit of Measure material management system which will deliver low quantities of materials to the clean rooms multiple times a day. By having materiel handlers deliver low quantities of materials more frequently, the new system will enable the department to monitor the levels of inventory and replenish stocked out materials throughout the day while the nurses can focus more on the patients. Compared to the previous system, there will be an increased movement of inventory, which means that the Logical Unit of Measure system will require more standardized procedures to be implemented. These standardized procedures will reduce the non-essential non-value added labor that is involved in obtaining missing materials. The team involved with the project will collect data which will help to develop a standardized procedure for obtaining missing materials and will allow Materiel Services Department to gain a better understanding of the issues that arise when materials are missing. Upon collecting and analyzing this data, the team will then develop recommendations to standardize the process of obtaining missing materials. These recommendations will provide nurses with more time to spend with patients and less time focused on materials. The purpose of this project is to collect data and develop recommendations to improve and standardize the process of obtaining missing materials. Background UMHS must carry a large amount and a large variety of materials in its inventory at all times. For a high quality of patient care, it is critical that these materials are available to nurses exactly when patients need them. However, in the SICU and the PCTU, the nursing staff is calling Materiel Services Department up to three or even five times a day due to materials being missing. These missing materials distract the nurses from their daily operations and decrease the quality of care the nurses can give their patients. Additionally, nurses do not have a standardized procedure for obtaining these missing materials. To help correct this issue, Materiel Services Department has determined to transition from a Just In Time material management model which stocks materials in higher quantities, less frequently, to a Logical Unit of Measure material management model which stocks materials in lower quantities, more frequently. Materiel Services Department has asked the team to perform a series of studies on the nursing staff of the SICU and the PCTU departments to identify and quantify the non-essential non-value added labor of obtaining missing materials. This proposal presents the detailed action plan, timeline, and supporting documentation for this project. 3 Goals and Objectives The primal goal of this project is to develop recommendations which: Reduces or eliminates the non-value non-essential labor involved in obtain missing materials Standardizes procedures for obtaining missing materials Enables nurses to provide an increased quality of care for their patients The objectives of the project are to identify and quantify the non-essential, non-value added labor and to document the procedure related to obtaining missing materials. This project will consist of a series of work measurement studies of the nurses daily operations related to obtaining missing materials. Completing these objectives will help to achieve the goal of this project. Key Issues The following key issues are the catalyst for this project: Materials are not immediately available to the nurses when patients need them. The labor related to the nurses obtaining missing materials is non-essential non-value added labor. This non-essential non-value added labor is decreasing the quality of care nurses can give patients. There is no standardized procedure for obtaining missing material. Project Scope The project scope includes the process for obtaining missing materials in the SICU and the PCTU departments of the hospital. This process may include nurses, nurse aids, clerks, technicians, and Materiel Services Department. This process will begin when a nurse needs a material and it is missing, and it ends when the material is obtained. Any task that does not involve obtaining missing materials for the nurses of the SICU and PCTU is excluded from the scope of this project. The project focus is to collect quantifiable data on the nursing staff as it relates to the non-essential non-value added labor of obtaining missing materials. The final goal is to make recommendations that will improve and standardize this process. Proposed Approach This project will examine the daily operations of the nurses related to obtaining missing materials in the SICU and PCTU departments of the hospital. This project will be performed in three phases: data preparation, data collection, and data analysis. 4 Data Preparation Phase Before data collection can begin, the necessary preparations need to be made in the data preparation phase to develop a strong fundamental understanding of the problems. This phase will consist of the following: Literature search Nurse shadowing Nurse survey Nurse interviews Literature Search During this initial phase of the project, the team will conduct a literature search to gain valuable information regarding the issue of the project. The team will examine different hospital material management publications. The team may include some of these publications into the project as references. Nurse Shadowing Also during this first phase of the project, the team will shadow the nurses to understand their daily tasks and take note of any problems encountered with missing materials. The team will shadow the nurses for a total of thirty person-hours. Nurse Survey Next, the team will develop a survey for the nurses to gain first-hand information about the process of obtaining missing material. The team will compose surveys consisting of both questions that are broad, and questions that are specific to each department. Nurse Interviews Along with the surveys, the team will conduct interviews to gain a better insight on any specific set of questions that become relevant to the project. Data Collection Phase The data collection phase will consist of work three measurement studies in the following order: Spaghetti diagram Time study Work methods analysis Spaghetti Diagram First, the team will develop spaghetti diagrams to map out where the nurses have to travel to obtain missing materials. The team will draw a to-scale layout of each department to develop the spaghetti diagrams. A spaghetti diagram of the missing material may be beneficial to map out where the material has to go before getting to the nurses. Time Study Next, the team will perform a time study to determine the time required to obtain missing materials. These time measurements will trigger by the material being missing and terminate 5 once the material is obtained. This time study will be used to establish a standard time for obtaining missing materials. Work Method Analysis The final part of the data collection phase will be a work methods analysis to determine the sequence of interactions that are involved in obtaining missing materials. This methods analysis will also display how frequently materials are missing and will identify any irregular work elements within the process of obtaining missing materials. Data Analysis Phase The data analysis phase will consist of the following: Data validation process Predetermined time system Standard and normal times Post work method analysis Data Validation Process Before the team can analyze the data, it is important that the data goes through a validation process. Comparing the collected data with historical data and making sure all data points make sense and are feasible will be part of the validation process. Predetermined Time System The spaghetti diagrams will be analyzed using a predetermined time system, which is a system of pre-recorded times that are required to perform a task under a range of conditions. This analysis will allow the team to quantify how long a material has been missing in terms of walking distance and travel time. Standard and Normal Times The time study data will be analyzed to calculate standard times, which are the time required for a nurse to obtain missing materials using a standard method under normal conditions. The time study data will also be analyzed to calculate normal times, which is the average observed time of obtaining missing materials, adjusted for the personal pace and performance of the nurses, where 100% is considered a normal pace and performance. Post Work Method Analysis Finally, the work methods analysis will be used to determine what work elements are regular, irregular, and random in the process of obtaining missing materials. This analysis will help standardize the process. Expected Impact Once the data has been collected, validated and analyzed, it is expected to be used as a benchmark for future improvements. The recommendations that will be made from the data are expected to be used for future studies, eliminate the non-essential non-value added labor of obtaining missing materials, and increase the quality of the patient care. 6 Project Team and Experience The following team members will collaborate throughout this project: Project Client Derek Huntman, Warehouse Operations Project Coordinator Jacquelynn Lapinski, Lean Project Manager Project Team Michael Mark, Senior IOE Student Resume attached, see Appendix Michael Priesand, Senior IOE Student Resume attached, see Appendix Vincent Zhang, Senior IOE Student Resume attached, see Appendix Support Required from Operating Entities The project client will provide the team with continuous details of the project. The client will give information regarding the current issues, as well as any necessary historical data. If the team needs assistance from Materiel Services Department, the client will help communicate those needs to the department. The team will have weekly meetings with the client. The project coordinator will guide the team and help the team develop ideas for the project. The coordinator will also act as a liaison between the team and the nursing managers of the two departments within the project. The coordinator will give the team feedback and help the team make the project successful and significant. Schedule To complete the project by April 28 as planned, the team will follow the key dates below. To see a more detailed schedule, see the Gantt Chart in the Appendix. Task Receive project approval Observe the nurses, materiel handlers, and clerks Develop and receive approval for nurse survey Distribute nurse survey Interview nurses Conduct time studies Perform work method analysis Draw spaghetti diagrams Analyze data collected and develop recommendations Present interim report and presentation Conduct quantitative comparison of recommendations Complete final report Deliver final project report, including presentation to client Timeframe By February 16 February 13 February 16 By February 18 February 18 March 4 February 18 February 25 February 18 March 4 February 18 March 4 February 18 March 4 February 25 March 9 March 9 March 16 March 16 April 1 By April 13 By April 28 7 The team will be meeting with the project coordinator every Wednesday afternoon from 2 pm to 3 pm and with the project client every Monday morning from 8 am to 9 am. Estimated Team Hours Required Each member of the team will contribute eight to ten hours per week. These numbers can vary from week to week depending on the workload. Approval The proposed project is approved by: Derek Huntman, Warehouse Manager Date Jacquelynn Lapinski, Lean Project Manger Date Michael Mark, Project Team Member Date Michael Priesand, Project Team Member Date Vincent Zhang, Project Team Member Date 8 Appendix Gantt Chart 9 Resumes Michael Mark Local Address 2222 Fuller Ct. Apt. 401A Ann Arbor, MI 48105 (989) 327-4438 OBJECTIVE AVAILABLE EDUCATION Permanent Address 3604 Christy Way W. Saginaw, MI 48603 Phone (989) 799-5287 mikemark@umich.edu Seeking a summer internship in the Industrial and Operations Engineering and Mathematics field, specifically Quality Controls, Structural Programming, Software, and/or Civil Engineering. May 2009 University of Michigan, College of Engineering Senior, pursuing a BSE in Industrial and Operations Engineering and a Minor in Mathematics Courses: Quality Control Ergonomics Facilities Planning Probabilities and Statistics LEAN Manufacturing Honors Math Visual Basic Languages: C++ PHP Visual Basic HTML Matlab MySQL Ann Arbor, MI Date of Graduation: December 2009 COMPUTER SKILLS Software: Excel MiniTab Mathematica Maple Flash Access CAD Photoshop Built and modified computers Repaired on-site: o Hardware replacement o Software handling Saginaw, MI June 2008 September 2008 EXPERIENCE New China Restaurant Manager and Designer Renovated, redesigned, and managed a Chinese restaurant Set up POS credit card system Installed electrical sound system Helped workers by taking tables Performed duties ranging from cashier to delivery boy Increased revenue by 25% Managed workers hours Trained and hired new restaurant employees LS&A Information Technology Computer Technician Serviced computers of all faculty and staff of the University of Michigans Literature, Science, & Arts College Ann Arbor, MI Sept. 2004 May 2005 LANGUAGES Proficiency in Japanese Spoken Chinese (Cantonese dialect) 10 Michael I. Priesand 502 Elm St. Ann Arbor, MI 48104 Phone: 216-533-2204 Email: priesand@umich.edu OBJECTIVE To obtain a full time consulting position, with a focus in healthcare management engineering and process improvement, available summer 2009. EDUCATION University of Michigan Ann Arbor, Michigan, July 2009 B.S.E., Industrial & Operations Engineering, G. P. A.: 3.16/4.0, Dept. G. P. A.: 3.38/4.0 Courses: Optimization Methods, Operation Management and Analysis, Measurement of Work, Simulation, Lean Manufacturing, Practicum in Health Systems EXPERIENCE Dana Holding Corporation Lima, OH Industrial Operations Engineer Co-Op, summer 2008 Implemented the Line Sequence Operator to coordinate steering shaft part assembly and regulate the work in process on the line, which increased production 15% Launched the Dana Operating System Production Board, which collected and monitored key performance indicators and identified areas of improvement Collaborated as part of a five person Operations Excellence team that reduced floor space 50% and sustained one-piece flow throughout the assembly line Dana Holding Corporation Maumee, OH Applications Engineer Co-Op, winter 2008 Performed Oil Fill Study test on M70 T-Rib rear axle, which led to a 25% reduction of oil usage Presented material cost reduction findings on Oil Fill Study to Ford Motor Company Axle Engineers Pi Lambda Phi Fraternity, Epsilon Chapter Ann Arbor, MI Alumni Chair, fall 2007 - fall 2008 Developed and distributed alumni fraternity newsletter to keep alumni up to date on current events and achievements of the fraternity Established the alumni linkage program to connect brothers from the previous chapter to ours Beachwood Family Aquatic Center Beachwood, OH Maintenance Manager, summer 2007 Supervised tasks which maintained the appearance and the functionality of the aquatic center Created a daily work assignment chart to optimize efforts of maintenance workers during peak hours of the day Pi Lambda Phi Fraternity, Epsilon Chapter Ann Arbor, MI Founding Father, December 2005 Contributed to the re-founding The University of Michigans chapter of the nations first non-sectarian fraternity by developing an expansion plan Presented to both Pi Lambda Phi Nationals and The University of Michigan Inter-Fraternity Council COMPUTER SKILLS Platforms: Windows Vista, Mac OS X, Linux OS Languages: C++, MATLAB, MAPLE, Visual Basic 2005 Applications: Microsoft Office, AutoCAD, MiniTab, Adobe Photoshop ACTIVITIES 11 Student Astronomical Society Relay for Life University of Michigan Womens Basketball practice team Nian (Vincent) N. Zhang 200 E. Davis Ann Arbor, MI 48104 Education: University of Michigan Ann Arbor B.S. Industrial and Operations Engineering E-mail: nzha@umich.edu Cell (615) 957-4320 2009 Work Experience: VEdancewear Director Beijing, China & MI, USA (April 1st- present 2008) Sourced and engaged with a wholesale shoes manufacturer in Beijing Established an internet banking facility to handle orders and payments cross-continents Developed and implemented marketing strategies for the sale of dancewear to a college demographic Sold $8000 dollars worth of goods in the first 4 month of operations. Created a website that helps with marketing, order processing, customers and supplier relationship management. www.vedancewear.com www.club-nex.com Entrepreneurship, Ann Arbor, Michigan (December 1st- present 2008) Invented an online solution that helps student organization manage their organization finances Implementing marketing strategies to University of Michigan Did this succeed? Whats the progress? If it didnt go too well, dont put it in. I think one successful entrepreneurship activity is good. More might give the impression that you like to do too many things without being dedicated to one. Id suggest putting down the dancewear thing and not this. Einstein Bro Bagels Manager, Ann Arbor, Michigan Worked on a team initiating the franchise in Ann Arbor Trained new baristas (May Aug, 2007) Michigan Stock Pitch Competition Awards, Ann Arbor, Michigan (Feb, 2007) Champion of 2006 Michigan Stock Pitch Competition and was awarded with $2000 One of only two engineering participants in this competition (60 participants) Shanghai Jiao Tong University (SJTU) and University of Michigan Student Ceremony CoHost, Shanghai, China (June 29th, 2006) What was the event? Go into more specifics. Did you source for sponsors? Any financials involved? Skills: 12 Languages: Fluent in Mandrin Programming: Basic Matlab, Basic C++, Visual Basic Activities: Michigan Dance Team, Michigan Ping Pong Club, Michigan BOSS? Whats BOSS 13

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