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The Lean Hospital: The Lean Hospital: What does it meanWhat does it mean ? ?
DR EMAD KOTBDR EMAD KOTBQUALITY MANEGMENTQUALITY MANEGMENT
DIRECTOR RAFHA CENTRAL DIRECTOR RAFHA CENTRAL HOSPITALHOSPITAL
QI Process MethodologiesQI Process Methodologies•FOCUS-PDCA•Six Sigma “DMAIC” “3.4/million defects”•Lean QI Process “No waste”
The FOCUS -PDCA The FOCUS -PDCA MethodologyMethodology
IND AN OPPORTUNITY
ORGANIZE A TEAM
CLARIFY THE PROCESS
UNDERSTAND THE PROBLEM(S)
SELECT A DESIRED OUTCOME
What does Six Sigma meanWhat does Six Sigma mean??The term The term ““SigmaSigma”” is a is a measurement measurement of how of how
far a given process deviates from perfection far a given process deviates from perfection –– a measure of the number of a measure of the number of ““defectsdefects””. Six . Six Sigma correlates to just 3.4 defects per million Sigma correlates to just 3.4 defects per million opportunitiesopportunities..
•A qualityA quality improvement methodologyimprovement methodology that that applies statistics to measure and reduce applies statistics to measure and reduce variation in processesvariation in processes..
•A A management systemmanagement system that is that is comprehensive and flexible for achieving, comprehensive and flexible for achieving, sustaining, and maximizing successsustaining, and maximizing success..
23
456
308,537
66,807
6,2102333.4
The Quality ColloquiumIntroduction to Track IC:
Six Sigma as a Healthcare Quality Initiative
Measurement:Measurement: Six Sigma as a Quality Goal
The higher the sigma, the fewer the defects.
A increase from 3 to 6 Sigma represents a 20,000 fold improvement in quality.
3 697,672.15308,770.2166,810.636,209.70232.67
3.40
123456
Defects Per Million
Opportunitiesσ
697,672.15308,770.2166,810.636,209.70232.67
3.40
123456
Defects Per Million
Opportunitiesσ
99% “Good” (3.8 Sigma)No electricity for 7 hours per month
5,000 incorrect operations per week
20,000 wrong prescriptions per year
99.99966% “Good” (6 Sigma)No electricity for 1 hour every 34 years
1.7 incorrect operations per week
68 wrong prescriptions per year
The Quality ColloquiumIntroduction to Track IC:
Six Sigma as a Healthcare Quality Initiative
Improvement Methodology:Improvement Methodology: DMAIC “Backbone”
…the current process capability (get the data!)
…the problem in a measurable way
…and validate root cause(s)
Devise solution(s) and implement
PerformanceImprovement
Benchmarking
Control Tools
DEFINEMEASURE
ANALYZEIMPROVE
CONTROL
Sustain improvement
Project Timeline
Retu
rn o
n In
vest
men
t (R
OI)
Happy at 99.9% ? •If 99.9% is acceptable to you, then…
•Your heart fails To beat 32,000 Times each year
•500 surgical Operations are performed wrongly Every week
20,000 wrong Drug prescriptions Made every year
19,000 babies are dropped by doctors At birth
••
2,000 unsafe airplane landings are
madeevery day
• 2 major airplane accidents per
week
What is Lean ThinkingWhat is Lean Thinking??•• A methodology to produce the A methodology to produce the
highest highest quality product in the shortest amount quality product in the shortest amount of time, at the lowest possible cost by of time, at the lowest possible cost by
eliminating the eliminating the ““seven wastesseven wastes..”” •• Fosters a culture which encourages all Fosters a culture which encourages all
employees to continually look for employees to continually look for improvementimprovement
Waste in healthcareWaste in healthcare
““The national numbers for waste inThe national numbers for waste in healthcare are between 30% and 40% healthcare are between 30% and 40%
but the reality of what webut the reality of what we’’ve observed ve observed by minute-to-minute observation over by minute-to-minute observation over
the last three years is closer to 60%the last three years is closer to 60% ... ...ItIt’’s everywhere: patient care and non-s everywhere: patient care and non-
patient care alikepatient care alike..””
Toyota in HealthcareToyota in Healthcare
•• Creating an environment of stabilityCreating an environment of stability •• Elimination of wasteElimination of waste •• Rapid identification and correction Rapid identification and correction
of of errorserrors
1313
88 Forms of WasteForms of Waste
WASTED HUMAN TALENTWASTED HUMAN TALENT Human Potential Human Potential Not engaging employees in problem solving Not engaging employees in problem solving
DEFECTSDEFECTS paperwork, med errorspaperwork, med errorsINVENTORYINVENTORY unneeded stock or suppliesunneeded stock or suppliesOVERPRODUCTION OVERPRODUCTION unnecessary testsunnecessary tests
WAITING TIMEWAITING TIME delays in diagnosis and treatmentdelays in diagnosis and treatmentMOTIONMOTION movement of staff and informationmovement of staff and information
TRANSPORTATIONTRANSPORTATION movement of patients or movement of patients or equipmentequipment
PROCESSING WASTEPROCESSING WASTE filling out extra paperworkfilling out extra paperwork
1414
Not asking the staff that works the process how to improve it
1. Wasted Human Talent1. Wasted Human Talent
I’ve made a few changes to the
process.
StaffStaff
StaffStaff
StaffStaff
ManagerManager
I wish someone would ask OUR
opinion…!
StaffStaff
StaffStaff
1515
@*&#!!
A negative outcome from process failureA negative outcome from process failure
2. Defects2. Defects
Another defect!!
1616
Items in greater quantities than can be immediately Items in greater quantities than can be immediately processed or used.processed or used.
3. Inventory3. Inventory
Did I really order this much??
1717
Generating more work than is really requiredGenerating more work than is really required
4. Over Production4. Over Production
StaffStaff
Hey…are these multiple orders for the same thing? @#$&*!!
I didn’t get my order yet… I’ll send another
fax.
PharmacistPharmacist
1818
People waiting for items (patients, supplies, People waiting for items (patients, supplies, specimens, etc.) to processspecimens, etc.) to process
5. Waiting5. Waiting
1919
Unnecessary movement or relocation of itemsUnnecessary movement or relocation of items
7. Transportation7. Transportation
I have orders to run some tests.I’ll bring the
patient right over.
Waiting Area
Sigh…..!!
2020
8. Over Processing8. Over Processing
Please approve.
Please approve.
Please approve.
Please approve.
Please approve.
Please approve.
2121
8. Over Processing8. Over Processing
I’m the final approval.
The final approval?!!
Applying effort to activities that are not required Applying effort to activities that are not required in the processin the process
Please approve.
+
???
2222
.1.1SortSort
.2.2StraightenStraighten
.3.3ScrubScrub
.4.4StandardizStandardizee
.5.5SustainSustain
What is 6S?What is 6S?
6.6. SafetySafety
2323
Step 1: SortStep 1: Sort
Separate the needed from the not neededSeparate the needed from the not needed
Before After
2424
Step 2: StraightenStep 2: Straighten
A place for everything & everything in its place!
BEFOREBEFORE AFTERAFTER
2525
Step 3: Scrub (inspect)Step 3: Scrub (inspect)
Regularly “scrub” to ensure everything is in Regularly “scrub” to ensure everything is in perfect working conditionperfect working condition
“Scrub” and inspect equipment to ensure it is in perfect working condition...
Add inspecting equipment into your work routine.
2626
Step 4: StandardizeStep 4: Standardize
Standard Work requires determining the best method then following that method every time.
Note: Blue taped outlines and labels ensure equipment is quickly found and returned to the same spot every time.
2727
Step 5: SustainStep 5: Sustain
Develop a method for sustaining your gainsDevelop a method for sustaining your gains
2828
How do I Conduct a 6SHow do I Conduct a 6S??
2929
PreparationPreparation Observe the process first hand Observe the process first hand
Create a diagram - Create a diagram - a hand drawn a hand drawn map of your process includingmap of your process including::
•Tasks in the sequence they are doneTasks in the sequence they are done •Location of supplies and equipmentLocation of supplies and equipment•Measure distance traveled and time Measure distance traveled and time
spent searching or waitingspent searching or waiting
Good preparation is the key to successful results!Good preparation is the key to successful results!
3030
What would you do to improveWhat would you do to improve??Sort out the need from the not neededSort out the need from the not needed
Have a place for everything so there is no Have a place for everything so there is no searchingsearching
Move supplies or equipment closer to where Move supplies or equipment closer to where they are neededthey are needed
Co-locate tasks or peopleCo-locate tasks or peopleChange the sequence in which tasks are doneChange the sequence in which tasks are done
Be creative with your solutions Be creative with your solutions –– you, you, after all, are the expertafter all, are the expert!!
How Can We ImproveHow Can We Improve??
Applying 6S eliminates waste!
3131
photophoto
Suggest you insert some before and Suggest you insert some before and after pictures/examples of 6S results after pictures/examples of 6S results
in the next few slidesin the next few slides..
3232
How Can We Use 6S to ImproveHow Can We Use 6S to Improve??
.1Sort – Separate the needed from the not needed
.2Straighten – A place for everything and everything in its place
.3Scrub – Ensure everything is in perfect working condition
.4Standardize – Determine the best method – visual queues, labeling, etc.
.5Sustain – Develop Standard Work.6Safety – Safety first at all times
3333
What Waste Did You ObserveWhat Waste Did You Observe??
1.1. Wasted Human TalentWasted Human Talent2.2. DefectsDefects3.3. InventoryInventory4.4. Over ProducingOver Producing5.5. WaitingWaiting
6.6. MotionMotion7.7. TransportationTransportation8.8. Over ProcessingOver Processing
GoalsGoals
Patient SafetyPatient SatisfactionEmployee, Staff SatisfactionEmployee EngagementLow TurnoverProductivitySpace Utilization
Waste becomes acceptedWaste becomes accepted
That’s just the way work is done
around here
Challenge
We don’t see it as waste!
95%
5%
Non-Value Added
Value AddedTotal Lead Time
WE MUST THINK ABOUT
LEAN
THANK YOU