Meetings (Facilitation, Icebreakers, Communication, etc)
This article describes how one self-described introvert addressed a perception of shyness and increased his influence at work.
Using Lean Six Sigma tools, a hospital redesigns its PAT department process so that all charting is completed 72 hours prior to the day of surgery.
Management Engineering: What is it?
One hospital details improvements to their medical equipment retrieval, cleaning, and distribution process.
Using Lean Six Sigma tools, a hospital redesigns and implements new ICU protocols for patients on mechanical ventilation. The article details how the initial sustainability effort failed, but was brought back into long-run control.
Physician and Nursing roles and responsibilities within a PICU are redefined using lean tools to decrease LOS while increasing outcomes.
Examples are used to detail the need for use of IE methods in the setting of departmental staffing levels
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.
Four experts discuss various health care issues and potential solutions. The implementation of lean, the importance of sustainability, the necessity of crafting appropriate technology solutions, and the ultimate need for improvements to come from within an organization are covered.
A CT scan department has its demand smoothed.
5S theory and implementations are discussed
Lean tools are used to redesign processes throughout a hospital.
Discussion of applications of lean within the OR.
System-level quality and effectiveness programs are implemented using Six Sigma at a childrens' hospital in Washington DC.
One implementation of Rapid Response Teams is discussed.
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
Successful supply chain management is discussed. Examples show potential savings and describe the buy-in needed to achieve those dollars.
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.
Three successful lean projects are discussed in detail. The ED, Radiology, and HR departments all show significant improvement.
Three successful lean projects are discussed in detail. Specimen Labeling, Surgery and Endoscopy Pre-Op, and Inpatient Nursing Crash Cart projects all demonstrate significant improvement.
Results of a hospital-wide specimen labeling lean project is discussed.
A productivity monitoring system is installed and used to manage budget
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 lean event focused on patient flow out of the ED was conducted, and results are discussed
All processes in an ED are redesigned, with multiple outcomes showing improvement.
A 100,000 annual visit hospital ED is redesigned using lean principles. Wait times decrease and pt satisfaction and revenue increases. Simulation shows further viability of new processes. This presentation is made by a MD who became a lean coach.
ED throughput process improvement projects are discussed. The presenter is a MD. Several changes are shown with great results.
Multiple projects are performed to improve an ED. Problems are stated and results are given.
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.
Billing error reduction as a Lean Six Sigma project
A Lean Six Sigma project focusing on ICU throughput times is completed. Lessons learned and successes are shared.
A discussion of the importance of metric and measurement accuracy during execution of improvement projects.
A lean project is done with a general physician clinic and an outpatient pharmacy; results are discussed.
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.
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.
What's the benefit of developing a team of lean experts? This presentation proposes an answer.
New ways to display OR data are proposed in this presentation.
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.
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.
Methods of confronting and smoothing the variability of patient flow are discussed.
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.
4 lean projects were performed - pharmacy, lab, outpatient clinic, and telemetry unit. Each project was meticulously documented in the presentation. Pre- and post- metrics are included, as well as a discussion of sustainability.
Improvements within an HR department are proposed and implemented. Results are examined, as well as a simulation of the process.
A system-wide reporting tool for each cost center is developed and implemented. It is adopted as part of the budgeting process.
Task analysis of an RN's shift on a med/surg unit is performed, using spaghetti maps and other lean tools. Integration of a new medicine delivery system is studied to examine how RN efficiency is affected.
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.
Two supply cost projects are described, analyzed, and discussed.
Lean principles are utilized during analysis and transformation of a HIM department. Results and lessons learned are discussed.
HR process redesign cuts down the time spent at each process step. Lessons learned, sustainability, and metrics are discussed with the group during this presentation.
Lab collection and processing techniques are examined and improved. Results are discussed.
The authors present a tool for introducing lean across a system. Results from selected projects are discussed.
A senior member of the Johnson&Johson consulting group discusses his approach to organizational culture change and the importance of sustained leadership commitment.
Root cause analysis was conducted to determine reasons for bed sores. This presentation and paper is the result of their team's effort. Sustainability and ongoing improvements are discussed.
System-wide implementation of Lean Six Sigma has resulted in many successes. This presentation discusses the rationale for their overall strategy.
The IHI Bundle was implemented; metric changes are documented and discussed. Several nursing practices were also changed.
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 pull system is implemented within a surgical suite, saving on inventory cost. Other accomplishments and lessons learned are discussed.
Motivation is made for performing lean improvements within the lab.
Although healthcare is unlike any other service industry, improvement concepts are immediately applicable. This presentation teases out some specifics and attempts to answer student questions regarding the complexities of health care.
Payment denials were decreased, resulting in a cost savings of $1.6 million annually. This project steps through the list of improvements made.