Lean Hospitals Case Studies.pdf

The procedure card team needed three upgrades to the

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The procedure card team needed three upgrades to the IT/IS system to fully execute the changes from the RCI event. The first upgrade, a free upgrade to existing software, was made. However, the other two upgrades required additional funds and were not been completed during the period of our research. Monitoring, Control, and Sustainment The process owner monitored the metrics (specifically, the number of procedure cards) from this project weekly through the first few months of the project. After that, data were monitored monthly. Although the number of procedure cards initially decreased, it eventually increased as new physicians and new procedures were added to the system. This pattern reflects an increase in the size of the practice, not necessarily a decrease in efficiency. Additionally, it was the general consensus that further improvements could not be made to reduce the number of procedure cards until the additional upgrades to the IT/IS system were made. Metrics for the accuracy of procedure cards and the number of times a staff member needed to leave the operating room to get missing supplies or equipment were measured during the RCI event. The number of times staff left the operating room to get missing supplies or equipment Exhibit 2.11 Project Team Composition: Procedure Cards Total staff = 13: Facilitator: Process Improvement staff Team leader: Nurse leader from neurology unit Process owner: Information systems coordinator Four nurses Information systems coordinator One IT/IS One surgeon Chief Medical Officer Ad hoc members: Scheduling and IS person
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83 was manually tracked at random times throughout the first 30 days after the RCI. The surgery department also maintains a SharePoint site, where all surgical staff can view data and progress on their department’s Lean projects. The RCI event enabled the surgery department to create a business case scenario to approve funding for the IS upgrades. However, despite approvals and funding, the IS upgrades had not been made at the time this report was prepared. The IT/IS staff were unaware of the delay imposed on this project as a result. As of November 2010, this project had not been completed and had not entered the sustainment phase because the hospital was still awaiting the IT/IS upgrade. Project Outcomes The procedure card project was considered a “success” by most Lean team members and the executive sponsor because it was successful in ultimately reducing the number of cards. The delay for an IT/IS upgrade caused frustration because the project was halted until upgrades could be made. The nurses reported that they are satisfied with the outcome because they do not need to leave the surgical room as frequently to retrieve supplies and equipment. Physicians report satisfaction in having the appropriate supplies and equipment in the room. Additional outcomes attributed to this project include the following: The number of procedure cards decreased by 57 percent (from 15,000 to about 8,000 cards) over the duration of this case study.
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  • Fall '17
  • Shankar Purbey

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