Lean & Simulation E.D. Case Study

February 21, 2014

Todd Roberts & Brittany Hagedorn

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Our Hypothesis

Lean Six Sigma (LSS) programs are more effective when

they integrate the use of process simulation into their

toolkit.

By doing so, improvement practitioners improve both their

technical solutions and adoption of new/redesigned

processes.

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The Problem

• Implementing Rapid Clinical Examination

(RCE) flow in the Emergency Room.

• Consultants brought in to help with

implementation.

• Recommendations based on industry

standards.

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The Simulation

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Desired Outcomes

1. Determine the most efficient model for routing patients.

2. Determine the number of provider resources necessary for staffing

based upon patient distribution.

3. Determine primary macro factors affecting length of stay for all

patients.

4. Identify process constraints and bottlenecks affecting wait times.

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Implementation Results

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Implementation Results

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Final Thoughts

With growing demand for LSS practitioners and increasingly restricted

resources, healthcare organizations are looking to maximize their

return on investment from their LSS programs.

• Value Stream Mapping – Incorporate measures of process variability.

• Fail Modes Affects Analysis – Assess the real impact of a change on the process.

• Future State – Test a variety of scenarios and conditions, prior to implementation.

• Charters – Set the right performance target.

• Spaghetti Diagram – Simulate a layout prior to implementation.

• Change Management –Visualize the future state in order to gain buy-in.