This presentation provides a description for effective project management of IT projects that can be applied in healthcare.
What is Project Management? Project Management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It's a strategic competency for organizations, enabling them to tie project results to business goals.
The authors delivered a presentation and paper at the 2011 SHS Conference providing a comprehensive case study of how the Sir Mortimer B. Davis-Jewish General Hospital in Montreal, Quebec, moved from a paper surgical request process to a web based system. The lessons learned described by the authors will be valuable for anyone undertaking a similar large scale IT change.
A team at Kadlec Regional Medical Center in Richland, Wash., took a lean approach to improving the availability and reliability of anesthesia related equipment in the OR. The team included physicians, staff, and external consultants. The article describes the background of total productive maintenance and how it was applied by a multidisciplinary team including physicians, OR staff, and clinical engineering. View related photos
In this Ezine article, author Gerald Leone describes how lean tools and principles were successfully applied in preparation for a Joint Commission Survey.
In an article recently published in the Journal of Industrial Engineering and Management, the authors concluded that while IE students working in hospitals focused on technical approaches to improvement, mastery and application of softer skills may be more beneficial.
A case study for reducing workplace noise on a pediatric nursing unit and maintaining appropriate noise levels.
In this presentation at a past SHS Conference, Lynne Linder and Brian Pfister describe the importance of using the right project selection methodology using a failed DMAIC case study with lessons learned.
Management Engineering: What is it?
This paper details the errors in medical history records that can occur over time within the present U.S. system, and proposes a solution.
A traditional process improvement methodology leads to changes within a hospital's HR department. Results from time studies, swim lanes, and simulation are used to support the proposed solutions.
Physician and Nursing roles and responsibilities within a PICU are redefined using lean tools to decrease LOS while increasing outcomes.
Pressure Ulcer, Falls, Catheter-Associated UTI, Central Line Infection, and Objects Left in Surgery are addressed using process improvement methodologies.
Lean tools and simulation are used to recommend improvements to HIM operational processes.
Karen Martin describes the steps needed to ensure an improvement effort is successful at a system level, and ways for a performance improvement consultant to continuously improve their professional skills.
A CT scan department has its demand smoothed.
5S theory and implementations are discussed
Lean tools are used to redesign processes throughout a hospital.
Workers at a substance abuse clinic use the Toyota Production System to continuously refine their treatment for each patient.
System-level quality and effectiveness programs are implemented using Six Sigma at a childrens' hospital in Washington DC.
Improvement projects in surgery, nursing, and the ED are discussed. The process of moving a hospital towards adoption of Lean Six Sigma is also described.
Improvements to a provider appointment-making system are motivated, tested, and sustained
A methodology for standardized evaluation of the financial impact of operational and patient care improvements is discussed.
An ED lean project is discussed, highlighting some advantages that undergraduates can bring when partnered with professionals in the field.
Detailed description of a lean project to improve TAT in the CT Scan department.
In a for-profit ambulatory surgical center, the current scheduling method often results in cases starting later than the initial plan. The presentation describes an implementation of clustering as well as multiple simulations of different possibilities.
The surgical admitting process is targeted with a lean event. Current and future state is described, the process of improvement is shown, and results are discussed.
The authors propose a methodology for shortening the time gap between discovery of new evidence-based clinical results and hospital (provider) utilization of the new practice.
Clinical improvement results are discussed for glucose control, rapid response teams, vent bundles, and bloodstream infection projects.
Results of a hospital-wide specimen labeling lean project is discussed.
A study is done to improve the communication between and expense of the nursing staff associated with all imaging modalities.
Implementation of productivity monitoring programs are discussed
Multiple projects and results are discussed in the goal to continuously improve patient flow.
A hospital implements improvements in staffing to hourly changes in RN demand.
All processes in an ED are redesigned, with multiple outcomes showing improvement.
This is an overview of several lean redesign projects in the ED with overall solutions discussed and analyzed.
ED throughput process improvement projects are discussed. The presenter is a MD. Several changes are shown with great results.
Issues with billing denials can be addressed by creating and addressing a Pareto chart of top reasons for lack of payment. This is analyzed through implementation.
Process improvement within the HR department is shown through this project dealing with RN flex staffing.
Billing error reduction as a Lean Six Sigma project
A lean project is done at a cardiac clinic. Problem is to reduce wait time for an appt and cycle time of the appointment. Results are discussed.
A performance improvement team tackles a call center. Issues and lessons learned are discussed.
Changing managerial thought is a process; this presentation demonstrates one way that managers are forced to confront the reality of differing goals/expectations of other managers they must work with.
New ways to display OR data are proposed in this presentation.
An OR's case scheduling process is studied; improvement projects are proposed.
Reasons for delay in creation of case carts are addressed. SPD often has inefficient workarounds as part of their daily routine.
Surgical services projects often have many barriers to success; this presentation helps illuminate and identify where they may be for your hospital.
A hospital undertakes a systemic improvement of their OR suite. The process and final results are detailed.
A program is proposed that effectively confronts a majority of the issues with scheduling patient surgeries.
Management team-building requires careful thought and planning. The presentation goes over several common pitfalls and proposes solutions.
Replacing manual processes and disparate systems with a multi-site Gastroenterology electronic medical record system in a large multispecialty practice had many challenges.
The presentation is a discussion of change management proposals and policies.. Some are successful yet some fail miserably.
Key success factors for change as well as the keys to team dynamics are considered and explained within this paper.
A Premier consultant discusses lessons learned from performing many Lean ED projects during her career.
Emergent Care was redesigned to decrease wait time significantly.
A 848-bed hospital is experiencing long LOS and targets ancillary service availability as one potential source of improvement. The project discussed tracks the data, demonstrates immediate results, and suggests future improvements.
A lean project generated proposals for rescheduling the providers' workload. During testing of the proposals, daily departmental volume was completed significantly earlier in the day.
A system-wide reporting tool for each cost center is developed and implemented. It is adopted as part of the budgeting process.
Lean projects at Kaiser Permanente are detailed and discussed. The report is a system-level presentation showing many departmental improvements.
Lean improvements within the radiology suite and laboratory workspace yield notable improvements. Project benefits are discussed.
A system-wide rollout of 5S was performed. Results as well as lessons learned are discussed.
5S implementation strategies at multiple systems of varying sizes are presented and contrasted.
Lean principles are utilized during analysis and transformation of a HIM department. Results and lessons learned are discussed.
Lab collection and processing techniques are examined and improved. Results are discussed.
System-wide implementation of Lean Six Sigma has resulted in many successes. This presentation discusses the rationale for their overall strategy.
Hospital IT implementations must make assumptions to generate and defend the ROI. Several assumptions relevant to initial facilities planning are considered within this presentation.
ED charge capture is a constant problem for hospitals. This presentation covers one system-wide approach to increasing the capture rate.
HCA discusses its methodology for monitoring its usage of premium pay to ensure they use as little as possible.
A pre-registration Internet interface was successfully developed. Lessons learned and sustainability are also discussed.
Any organization implementing lean six sigma will experience both success and failure. This presentation describes some of the "growing pains" of one system, as well as a methodical demonstration of the lean tools utilized in their improvement efforts.
Payment denials were decreased, resulting in a cost savings of $1.6 million annually. This project steps through the list of improvements made.
Turnarounds and first case starts are improved using a variety of lean techniques. Sustainability, achievement of buy-in and metric details are also discussed.
Lean improvement projects are performed within the supplies delivery function of a surgical services suite.