Lean Six Sigma Group Lean Six Sigma Define Phase Tollgate Review.
IMPROVING HEALTHCARE USING LEAN SIX SIGMA...
Transcript of IMPROVING HEALTHCARE USING LEAN SIX SIGMA...
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IMPROVING HEALTHCARE
USING LEAN SIX SIGMA
An Overview of a Proven Methodology to Optimize Operations
TMFHC University
Performance Improvement
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Trinity Mother Frances
Hospitals and Clinics
• Located in East Texas
• Consists of 4 hospitals
• 250 providers in Trinity Clinic
• 4500 employees
• 70,000 ED visits annually
• 25000 hospital discharges FY2015
• 600,000 clinic visits annually
• Recipient of Top 50 Heart. Top 100 hospital, Leapfrog award, most wired
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THE CURRENT US
HEALTHCARE ENVIRONMENT
AND ITS DRIVERS
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WHAT WE DO KNOW
Our Health Care System Is Expensive
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HOW EXPENSIVE
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IMPACT ON OUR SOCIETY
• Approximately 41M Americans are uninsured and 29M
underinsured.
• Approximately 62% of all US personal bankruptcies are
based on medical expenses.
• Estimated that Medicare will be insolvent by 2030.
• Increasing burden on the insured (co-pays and deductibles).
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More
Dollars
Better Outcomes
WHAT IS OUR MONEY GETTING?
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WHAT WE DID NOT KNOW
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PROBLEMS ARE COMPOUNDED
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MORE STRESS
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THIS IS THE PERFECT STORM
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PRESSURE TO CHANGE
TheHealthcare
Squeeze
Market
FinancialConsumerism
Regulatory
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THE WRITING IS ON THE WALL
Those who change and improve their performance continually - will survive
Those who don’t - will go the way of the Dodo
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CHANGE IS ACCELERATING
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TMFHC HAS/IS PREPARING
As a faith based organization, it is the mission of Trinity Mother Frances to enhance community health through
service with compassion, excellence, and efficiency.
Some of the Major Initiatives
• Quality Department• Huron Group• Pillars of Excellence • iCARE Program (Studer)• Expanding the Existing PI Function
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CHANGE OUR PARADIGM
Finance
ServiceQuality
VALUE
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MANUFACTURING IN THE 80’S
Toyota embraced a philosophy called Lean
Thinking to help them compete
internationally.
General Electric was an early adopter of the
process improvement methodology Six
Sigma.
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APPLICATION TO HEALTHCARE?
• Univ. of Pittsburgh improved cath lab utilization by $5.2 M
• Valley Baptist decreased surgical cycle time to save $1.3 M
• Thibodaux Regional yielded more than $4 M in revenues
• Commonwealth Health Corporation saved $7 M
• Good Samaritan Hospital saved $6 M
• Virtua Health reduced LOS from 6 to 4 days for CHF
• Boston Medical increased imaging revenues by $2.2 M
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LEAN MANUFACTURING TIMELINE
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WHAT IS LEAN?
Eliminate/reduce anything that does not add-value
Value-add is defined as an
activity or service a customer
is willing to pay for.
All other aspects of the
process are deemed non-
value-add activities or waste.
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TIP TO UNDRESTAND VALUE-ADD
Customer invoice concept
(Are you willing to pay for it?)
Think Like The Customer
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WASTE or MUDA
Things to note about waste –
• Waste adds cost/time. It can also injure the patient
• Waste is really a symptom rather than a root cause
• Find and address the causes of waste
The activities of a process that add no
value to service or product
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EXAMPLES OF VALUE-ADD AND NON-VALUE
ADD ACTIVITIES
Discharge
instructionsTransport
Patient Inspection
Reminder
callsScheduling
appointment
Procedure
Setup time
Perform procedure
Sorting
RN responding to
Patient call light
Faxing
orders
Scheduling
Surgical case
Claims
Processing
Search for
charts
Dictation
Ordering
supplies
Admin meeting
Waiting for test result
RedundantProcedure verification
Insurance
verification
Taking anX-ray
Consultationw/doctor
Coordinate
SNF placement
Educating
patient
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TYPES OF WASTE
D – O – W – N – T – I – M – E
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DefectsErrors or rework due to low quality or lack of information or mistakes
• Medication errors
• Wrong patient/wrong treatment
• Misfiling of reports
EIGHT WASTES
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DEFECTS CASE STUDY
• Captured 1 month of errors by type and facility
• 6% of all transcribed reports contained errors
• Team generated mistake-proofing solution (poka-yoke)
• Modified process and re-educated staff
Import Errorstracked for 1 week
CBay Hancock Mitchell Spheris
Inhouse
MTs
Home
MTs Patton Total
Invalid service date/admit
date/discharge date/report 1 8 4 7 0 0 0 20
Invalid typed date 0 3 0 0 0 0 0 3
Patient name errors 26 1 0 0 0 0 2 29
Invalid MR# 0 1 0 1 0 0 2 4
Invalid work type/oversize field 0 4 0 61 0 0 0 65
MD number/name errors 2 0 2 2 0 0 1 7
Name mismatch 3 3 12 2 0 15 1 36
Invalid dictation date 0 9 0 0 0 0 2 11
CC MDs error/invalid copies 0 0 5 8 0 0 2 15
Invalid MD# 0 1 1 7 0 0 0 9
Doubles sent 0 0 0 0 0 10 0 10
Missing required fields 0 0 7 2 0 34 0 43
Asked to resend 0 0 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 2 0 2
Multiple Interface record conflict 572 701 759 1147 0 2625 276 6080
Interface record/field error 0 0 0 1 0 0 0 1
Total 604 731 790 1238 0 2686 286 6335
Does not include radiology
Hospital only included in Hancock
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EIGHT WASTES
Overproduction (process not in balance)
Producing more than what the customer or patient needs right now, or producing faster than the next step requires or can handle.
• OR case carts
• On demand meals
• Economies of scale
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WaitingIdle time created when the next resource, equipment or people are not ready
• Patient in the waiting room
• Physician waiting for lab reports
• Patient waiting for bed assignment
EIGHT WASTES
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WAITING CASE STUDY
• Delay in CT start time
• Did workflow of patient throughput
and identified wait times
• Targeted bottlenecks for
evaluation
• Largest bottleneck due to contrast
not being given prior to test date
• Changed process to give contrast
the day prior when possible
Receptionist arrives patient
on Cadence generates tab
Patient arrives into X-
ray
Tab put up for undresser
Undresser walks patient to
CT or MRI waiting room
Is oral contrast
needed?
Undresser takes tab to CT
Patient goes to X-ray
waiting room
YES NO
Injection room
available?
Patient is taken to
injection room and
consented
Give patient drink
Is IV
needed?
Get patient started on
IV
Is IV
needed
Patient waits until
scanner available
Technologist places
Patient on CT scanner
Patent is given remainder
of contrast
technologist Scouts and
set-up scan
Is RN needed
for injection
Patient returns to CT waiting room for 1 hour
Technologist
consents patient in
private
Give patient drink
Is injection room
available?
Is another
area available
Tech/RN takes
patient and starts IV
Technologist
consents patient in
private
Get patient drink
Page RN
Is RN available
Hooks patient up
for injection
Scan is performed
Does
radiologist
need to check
Notify Radiologist
Radiologist checks
scan
Take additional
scans
Are more
scans
required?
Scan is
completed
Scan is completed
Does patient
need neplock
left in?
Start auto film
Sort films in laser
room, date and
tape
films stacked with
rq included
Flush IVIs next patient
ready outside?
Remove heplock
take patient out of
room
take patient out of
room to remove IV
Is injection
room open
Put patient in chairPatient waits in
waiting room
Is there family in the
waiting room?
Tech gets family
from waiting room
Injection room
available?
NO
NO
NO
YES
YES
YES
YES
YES Injection room
available?
NO
Patient is taken to
injection room and
consented
Give patient drink
YES NO
Get patient
started on IVIs another area
available
Tech/RN takes patient
and starts IV
YES NO
NOYES
NOYES
NOYES
NOYES
NOYES
NO YES
YES NO
Show patient out
YES NO
NO
YES NO
Technologist
triages patient prep
Patient waits in CT waiting
area
Allergic to
Iodine
NO
Drink in waiting room
Is IV
needed?
YESNO
Patient Exit
No Change
Radiologist QC
No Change
Table Time
No Change
Contrast IV prep
Process
1) Increase in
availability of injection
room for emergent
cases.
2) Reduction in
patient wait time of at
least 1 hour for
contrast dependent CT
cases. Estimated to
be a minimum of 1
hour.
3) Reduced number of
overlap patient in the
CT waiting room.
4) Image quality has
increased based on
complete circulation of
contrast media.
Patient Intake
Process
1) Undresser labor
eliminated for majority
of CT procedures that
include the utilization
of contrast media.
2) Decrease patent
wait time in X-ray
waiting room
3) Reduced patient
complaint s.
This leg of the
process not
impacted
YES
In the new process this
task is now shifted to
nurse
In the new process contrast
patients receive second
bottle at this point.
In the new process patient
takes tab to CT waiting area
Process Unit
Decision Point
Direction Flow
Begin or end
processes
CARLE CLINIC
RADIOLOGY CT
PROCESS FLOW
Pink
represents
bottlenecks
Eliminated
Processes
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EIGHT WASTE
Non-Utilized TalentUnutilized staff knowledge, skills and energy.
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TransportationUnnecessary movement of patient/product from one place to another that does not add-value
• Patient transport for X-Rays
• Transport samples/specimens
• Repeated transportation of patient
EIGHT WASTES
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TRANSPORTATION CASE STUDY
• Opportunity – Pre-op process was very labor
intensive
• Identified stations and sequence of patient
requirements
• Developed spaghetti diagram to illustrate
movement.
• Clustered “like” activities together
• Reduced transportation of patient, equipment,
and staff
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InventoryMaterial waiting to be processed. More materials, information, or products in stock than what is currently needed.
• Excessive amount of data
• Labs batched for analysis
• Duplicate inventory locations
EIGHT WASTES
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INVENTORY CASE STUDY
• Radiology requested to expand space to house more films
• Lean team used “5-Whys” to validate need for expansion
• Performed root cause analysis to determine reasons we kept films
• 30% of film inventory added no clinical value or legally required for
storage
• Why do you need more space?
• Why do you have so much film?
• Why do you keep everything?
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MotionUnnecessary staff movement that does not add any value. Poor ergonomics.
• Non-optimized work room (OR)
• Searching for tools and instruments
• Using multiple applications per case
EIGHT WASTES
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MOTION
What is missing in this work station?
Coffee!
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Extra-ProcessingAdding more value than the customer is willing to pay for.
• Capturing unneeded images
• Excessive packaging
• Multiple forms for same data
EIGHT WASTES
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EXTRA-PROCESSING CASE STUDY
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TOOLS IN THE CHEST – POKA YOKE
Mistake proofing a process
Avoiding (yokeru) inadvertent errors (poka)
• Wheel chair auto lock
• CPOE
• Angio tables
• Robotic pharmacies
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SPAGHETTI DIAGRAM
Spaghetti diagrams
show the overall
traffic pattern. It
highlights inefficient
layouts and large
travel distances
between key steps
and opportunities to
optimize layouts.
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SWIMLANE FLOWCHART
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LEAN TOOLS - THE 5S SYSTEM
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BEFORE 5S
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AFTER 5S
Maintain the gainIt starts with understanding and accepting why
Use tools such as check lists and inspections
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LEAN TOOLS - VISUAL WORKPLACE
• Use standard control devices
• Use colors
• Use signs
• Make abnormalities & waste obvious
Tell at a glance
what and how we are doing
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VISUAL WORKPLACE
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LEAN TOOLS –VALUE STREAM MAPPING
Value Stream Mapping is a Lean tool utilized to assess value add and non-value add steps in a system. AKA a “beginning to end” system map.
– Macro scale workflow (suppliers to customers)
– Gathers and displays a broad range of information (process times, wait time, # in queue)
– Identifies improvement activities
Don’t Fret – A simple workflow often accomplishes just as much
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LEAN TOOLS - VSM
Create a high level work flow.
Admitting
Admission and
Registration
Triage Labor/Delivery
Stabilize
Post Partum Discharge Go home
Wait time
Process time
Step 2 – Begin to enter process data.
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LEAN TOOLS – VSM
Identify Support Groups
Admitting
Admission and
Registration
Triage Labor/Delivery
Stabilize
Post Partum Discharge Go home
Radiology Materials Enviro Services
Pharmacy PhysiciansLab Transport
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LEAN TOOLS – VSM
Add additional process data
Admitting
Admission / Registration
Triage Labor/Delivery
Stabilize
Post Partum Discharge Go home
Radiology Materials Enviro Services
Pharmacy PhysicianLab Transport
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LEAN TOOLS – VSM
Add all additional data
Department specific
Satisfaction
Quality
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LEAN TOOLS – VSM
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LEAN TOOLS – Pull/Push - Kanban
KanbanA signal to the upstream process
to act, replenish, make, or move a product or service
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STEADY FLOW
Making value flow at a steady rate which matches the rate of customer demand.
• Takt Time - pace of customer demand• Cycle Time - current pace of production
Produce only at pace of customer demandTakt time = Cycle Time
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USED HEAVILY IN HEALTHCARE
Staffing to demand
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MAIN TENETS OF LEAN ARE:
• Define VALUE – providing the customer with the right product,
for the right price, at the right time.
• Identify VALUE STREAM – the set of actions that bring a
product from concept to realization ( order to delivery)
• Make the steps FLOW – seamless movement through value-
creating steps. Balancing the process.
• Demand PULL – acting only to satisfy customer needs, rather
than forcing, or pushing, a product upon the marketplace.
• Pursue PERFECTION – continuously and relentlessly improving
the value, value stream in business operations.