Karen,

Good question, I am aware of several systems that apply Lean from the top down through out the system (basically doing more with less concept). There are however very few that are applying the Lean method from the true patient perspective. At our facility we have started Lean from the patient’s perspective, hospital wide and it is an immense undertaking. We have been working on it for about 5-6 months now, things have greatly improved, and it is starting to roll a little easier.


Michael

I can speak to this from the laboratory standpoint. We have process improvement engineers on staff that work with our different areas to make improvements, implement Lean processes, moving from manual to automated processes (resulting in virtually no specimens mis-routed) and achieving Six Sigma for lost specimens (6-7 lost per million specimens). This is achieved, in part, by 100% inspection of the garbage/refuse. Of course, we track several metrics monthly to stay on top of trending in any direction.

What resourcesf would you recommend for healthcare organizations who are preparing to implement lean philosophy and model?

Six Sigma and lean are great methodologies. GE, Motorolla, and a host of other resources are available to help organizations use it. But often a different methodology of the PDCA or other variety are easier and less expensive to use. The important thing is to use a consistent methodology and make sure of the follow-up. That's where most models fail. They don't continue to monitor the process due to resource constraints or other issues and the process fails/reverts. Monitoring takes resources and diligence- this can be applied to any methodology. Theoretically Six Sigma concentrates on this follow-up as one of its tenets- but again it is only as good as how people stick to it. Another resource would be Virtua Healthcare or Baptist Valley- two organizations with Six Sigma hardwired into their systems- it works well with the right support and culture.

We have just completed our first project and started the second. It is too early to respond to your question. They did education with all department directors and it is a fascinating process with a potential for a lot of learning.

We have a very robust Lean Six Sigma program in our organization. We had consultants from the George group help initialize our program. One of the key points, I believe, is that LSS projects need to be linked with your organizations strategic objectives. A solid balanced scorecard helps our organization ensure that your projects align. If you do not manage your projects, you'll find that you'll have too many mavericks trying to improve your systems in undisciplined ways.

Edmund L. said it correct. Six Sigma/Lean will only work with the right support and culture. This has to be directed from CEO down. Administration must have full buy-in and has to see the benefits, i.e, decreasing cost, improving revenue, maximize efficiency, improve patient and staff satisfaction.