LEAN SIX SIGMA FOR HOSPITALS PDF
PDF | Hospitals today face major challenges. Lean Six Sigma is a programme that can help healthcare providers to achieve these (seemingly) conflicting. PDF | On Jan 1, , H. Koning and others published Lean six sigma in healthcare. on Lean. Six Sigma at Stanford Hospital and Clinics. PDF | The hospital can be likened to an industrial enterprise with a high level of In this article, we will try to define the concept of Lean six sigma in care.
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The Application of Six Sigma Strategies to Medication Second, hospitals and physicians must use the latest scientific evidence as the basis of their . quality tools, definitions of errors and principles of Lean manufacturing and Six. Sigma. application of Lean Six Sigma in Healthcare FM or relatable sectors to gain . The combination of Lean's concepts and principles with Six Sigma's DMAIC .. medical records department of a hospital: An application of Lean Six Sigma. Flawless Healthcare By Jay Arthur EBOOK EPUB KINDLE PDF Get Instant Access to Lean Six Sigma For Hospitals: Simple Steps To Fast.
What the healthcare process can deliver. What the patient sees and feels. Stable operations: Ensuring consistent, predictable processes to improve what the patient sees and feels. Design for six sigma: Lean six sigma: Some key challenges and barriers in the implementation of six sigma in healthcare The first and foremost challenge is the initial investment in six-sigma Belt System training.
The absence or difficulty to obtain the baseline data on process performance is another major challenge while applying six-sigma in health care sector. There will be lots of data available in the health care sector, however, most of the time these data are not readily available for its analysis.
For health care industry, it is often a struggle to identify processes, which can be measured in terms of defects or errors per million opportunities Lanham and Maxson-Cooper, Another barrier to six-sigma deployment in health care industry is the psychology of the workforce. Last but not the least, it is important to present recommendations using the business language rather than the statistical language. Sample applications of six sigma methodology in healthcare industry In this paper, the following five case studies of six sigma applications are suggested: Case 1: Decreasing unnecessary laboratory tests Many blood tests and urinalyses requested in the pediatric and obstetrics-gynecology wards must be repeated due to procedural errors.
The result is delay in getting final results to the physician and unnecessary costs due to rework. These include complexity, exhaustion, distraction, and inadequate supervision by senior staff.
A Quality Improvement Team was formed to analyze the process. The first part of the analysis comprised a flowchart to examine the current process, beginning with the ordering of a laboratory test by a physician all the way through to the reporting of the results to the doctor. Once the process was flowcharted, the team developed a fishbone diagram to speculate on possible reasons for errors Figure 2. This was followed by a data-collection to measure the frequency of actual errors by type. The team focused on potential errors related to personnel actions, equipment problems, and systematic procedural impediments to minimize errors.
Hence, two main categories of problems have been examined by the team: Development of standards and job aids for collecting blood samples and for transporting and storing the samples, followed by a review and discussion of the standards with the nurses and technicians for these activities have been practised. In Figure 2. Improving MRI image quality healthcare Many imaging technologies are introduced to the healthcare market each year.
These modalities deliver increased image quality and provide diagnostic confidence to physicians to more accurately treat patients. However, this is generally achieved only at considerable additional expense. Redesign for cost and medical management have become necessary Taner and Antony, Six sigma tools can be used in optimizing design protocols in radiology.
By superior imaging techniques, this problem can be overcome. The other parameters should be improved by giving training to the technician and providing the maintenance to the MRI equipment when necessary. Case 3: Decreasing waiting time before surgery Patients often register their dissatisfaction while they wait for surgery.
Six Sigma Application in Healthcare Logistics: A Framework and A Case Study
As for the patients, they complain that their time has been wasted, and added that there has been great inconvenience to the family.
Moreover, the protracted anticipation of surgery has been distressing. Figure 3. To identify possible nodes in the process 20,4 where significant delay might have been incurred, the team developed a flowchart of the process by which patients were admitted to the hospital and then proceed to surgery Figure 4.
Following this, the team developed a fishbone diagram Figure 5 to speculate on how and why time might be lost at these points during the process. Substantial delay has been found to be due to the laboratory tests to be reported and for the ECG Electrocardiogram unit to become available.
Reducing catheter infection Catheter infection is one of the serious problems that patients face after surgery.
The need to reduce the occurrence of catheter infection has become a major issue in both the quality improvement and patient safety arenas. To accomplish this project, patients with catheter infections were identified by interviewing nurses and physicians, by the review of an established documentation form kept on all nursing stations, and by direct observation. An Infection Control Team was formed. This team organized a series of meetings with key representatives from medicine and surgery, nursing staff from both medical and critical care units, anesthesiology, the ER, materials management, and performance improvement.
Information needed to identify factors influencing the occurrence of catheter infection was gathered through this working team; through assessment sessions conducted and via observations conducted during the catheter insertion and maintenance procedures. Figure 4. Potential causes of waiting time before surgery This process resulted in the development of the fishbone diagram, which highlighted the patient, equipment, healthcare personnel and environment which impact the catheter infections Figure 6.
This process was also beneficial in identifying various needs: A master plan was developed by this team. At the core of this plan was giving education primarily to the caregiver. Case 5: Decreasing excess length of stay in hospital Medical errors and adverse events in healthcare organizations are mostly common and many of them are potentially avoidable. In addition to their capacity to harm patients, these potentially avoidable outcomes can increase the length of stay adding considerably to economic difficulties of healthcare organizations.
The Applicability of Lean and Six Sigma Techniques to Clinical and Translational Research
However, if the primary goal is to decrease the length of stay in hospital and thereby improving the level of efficiency, it is essential that changes do not result in a decreased level of safety or effectiveness of the care provided. There were many patients waiting in the admissions department to be placed in a room. To analyze where the bottleneck was, a Quality Improvement Team was formed.
To identify possible nodes in the process where significant delay might have been incurred, the team developed a flowchart and fishbone diagram Figure 7.
The team determined that excess length of stay in the hospital was greatly influenced by discharge planning process. Possible causes of catheter infection Figure 7. Thus, the team prepared an effective discharge planning Six sigma that would enable a smooth transaction from hospital to home, producing better applications in outcomes for the patient, and reducing the likelihood of readmission to hospital. Successful execution of simple projects in hospitals can enable practitioners to tackle tougher initiatives in the future and create clinical change on a broad scale.
High level of internal communication is also necessary to facilitate the implementation of six sigma.
The established Quality Improvement Team should collaborate with outside quality facilitators who can train them in deploying implementation and to provide necessary training for all project participants in system deployment, project management, and utilization of quality tools. Appropriately implemented, six sigma clearly produces benefits in terms of better operational efficiency, cost-effectiveness and higher process quality.
In addition, it also has an impact in clinical areas such as infection control and medication delivery. Impeding factors to the implementation of six sigma in healthcare organizations are as follows: The authors believe that six sigma as a business strategy allows health care sector to deliver a truly high-class service to patients. Think of the true impact that six sigma could have if we focus on the core issues of health care and improving the quality of lives of patients.
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Taner, T. Kohn, L. Corresponding author Mehmet Tolga Taner can be contacted at: Critical failure factors of Lean Six Sigma: Financial indicators in healthcare quality management systems. The TQM Journal Al-Balushi, A. Sohal, P. Singh, A.
Al Hajri, Y. Al Farsi, R. Al Abri. Readiness factors for lean implementation in healthcare settings — a literature review. Journal of Health Organization and Management Abdallah Abdallah. Implementing quality initiatives in healthcare organizations: Journal of Manufacturing Technology Management Anupama Prashar. International Journal of Productivity and Performance Management Marie Annette Brown, Katherine Crabtree.
A Paradigm Shift.
Lean Six Sigma for Hospitals: Improving Patient Safety, Patient Flow and the Bottom Line, 2e
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Journal of Healthcare Engineering
Leadership in Health Services It is possible to make breakthrough improvements in speed, quality and cost in five days or less if you get the right people in a room focused on the right outcome. I've done it over and over again using the tools of Lean and Six Sigma.. Fortunately, we don't need faster, better or cheaper clinicians; the solution lies elsewhere.
I've written a series of Lean Six Sigma for Healthcare white papers on this subject: Our Customers. KnowWare International, Inc. Colorado Blvd.
Zu, L. In the last section, the findings of this research are discussed. Process capability: What the healthcare process can deliver.