Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.
© International Institute for Learning, Inc., All rights reserved. 1Intelligence, Integrity and Innovation© International ...
© International Institute for Learning, Inc., All rights reserved. 2Intelligence, Integrity and Innovation
Global IIL Comp...
© International Institute for Learning, Inc., All rights reserved. 3Intelligence, Integrity and Innovation
The goal of thi...
© International Institute for Learning, Inc., All rights reserved. 4Intelligence, Integrity and Innovation
At the end of t...
© International Institute for Learning, Inc., All rights reserved. 5Intelligence, Integrity and Innovation© International ...
© International Institute for Learning, Inc., All rights reserved. 6Intelligence, Integrity and Innovation
Quality starts ...
© International Institute for Learning, Inc., All rights reserved. 7Intelligence, Integrity and Innovation
The Quality of ...
© International Institute for Learning, Inc., All rights reserved. 8Intelligence, Integrity and Innovation
Reduced time to...
© International Institute for Learning, Inc., All rights reserved. 9Intelligence, Integrity and Innovation
Places emphasis...
© International Institute for Learning, Inc., All rights reserved. 10Intelligence, Integrity and Innovation© International...
© International Institute for Learning, Inc., All rights reserved. 11Intelligence, Integrity and Innovation
DMAIC Brings S...
© International Institute for Learning, Inc., All rights reserved. 12Intelligence, Integrity and Innovation
Measure
Perfor...
© International Institute for Learning, Inc., All rights reserved. 13Intelligence, Integrity and Innovation
Diagnostic
Tre...
© International Institute for Learning, Inc., All rights reserved. 14Intelligence, Integrity and Innovation
Define Phase –...
© International Institute for Learning, Inc., All rights reserved. 15Intelligence, Integrity and Innovation
Business Case ...
© International Institute for Learning, Inc., All rights reserved. 16Intelligence, Integrity and Innovation
Measure Phase ...
© International Institute for Learning, Inc., All rights reserved. 17Intelligence, Integrity and Innovation
Measure Phase ...
© International Institute for Learning, Inc., All rights reserved. 18Intelligence, Integrity and Innovation
Two Common Pro...
© International Institute for Learning, Inc., All rights reserved. 19Intelligence, Integrity and Innovation© International...
© International Institute for Learning, Inc., All rights reserved. 20Intelligence, Integrity and Innovation
Building Cause...
© International Institute for Learning, Inc., All rights reserved. 21Intelligence, Integrity and Innovation
Identifying Po...
© International Institute for Learning, Inc., All rights reserved. 22Intelligence, Integrity and Innovation© International...
© International Institute for Learning, Inc., All rights reserved. 23Intelligence, Integrity and Innovation
Variation is R...
© International Institute for Learning, Inc., All rights reserved. 24Intelligence, Integrity and Innovation
Common Cause –...
© International Institute for Learning, Inc., All rights reserved. 25Intelligence, Integrity and Innovation
Common Cause F...
© International Institute for Learning, Inc., All rights reserved. 26Intelligence, Integrity and Innovation
Understanding ...
© International Institute for Learning, Inc., All rights reserved. 27Intelligence, Integrity and Innovation
Improve Phase ...
© International Institute for Learning, Inc., All rights reserved. 28Intelligence, Integrity and Innovation
Class Discussi...
© International Institute for Learning, Inc., All rights reserved. 29Intelligence, Integrity and Innovation
Control Phase
...
© International Institute for Learning, Inc., All rights reserved. 30Intelligence, Integrity and Innovation
In Summary
The...
© International Institute for Learning, Inc., All rights reserved. 31Intelligence, Integrity and Innovation
We invite you ...
© International Institute for Learning, Inc., All rights reserved. 32Intelligence, Integrity and Innovation
Evaluations
Th...
Nächste SlideShare
Wird geladen in …5
×

Applying Lean Six Sigma in Healthcare

Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.

Ähnliche Bücher

Kostenlos mit einer 30-tägigen Testversion von Scribd

Alle anzeigen

Ähnliche Hörbücher

Kostenlos mit einer 30-tägigen Testversion von Scribd

Alle anzeigen
  • Als Erste(r) kommentieren

Applying Lean Six Sigma in Healthcare

  1. 1. © International Institute for Learning, Inc., All rights reserved. 1Intelligence, Integrity and Innovation© International Institute for Learning, Inc., All rights reserved. Thank you for joining us today. This webinar is brought to you by IIL – a global leader in: Project, Program and Portfolio Management Microsoft® Project and Project Server Lean Six Sigma | Business Analysis Agile | PRINCE2® | ITIL® Leadership and Interpersonal Skills Applying Lean Six Sigma in Healthcare The Mindset, Structure and Toolset for People-Intensive Processes
  2. 2. © International Institute for Learning, Inc., All rights reserved. 2Intelligence, Integrity and Innovation Global IIL Companies IIL US IIL Asia (Singapore) IIL Australia IIL Brasil IIL Canada IIL China IIL Europe (United Kingdom) IIL Finland IIL France IIL Germany IIL Hong Kong IIL Hungary IIL India IIL Japan IIL Korea (Seoul) IIL México IIL Middle East (Dubai) IIL Spain
  3. 3. © International Institute for Learning, Inc., All rights reserved. 3Intelligence, Integrity and Innovation The goal of this session is to provide participants with the foundational mindset, structure, and toolset of applying Lean Six Sigma to people-intensive processes like those in Healthcare. Session Goal
  4. 4. © International Institute for Learning, Inc., All rights reserved. 4Intelligence, Integrity and Innovation At the end of this session, you should be able to: Clearly define quality in Healthcare Determine opportunities in both Clinical and Nonclinical Services Define project opportunities Describe the concept and importance of controlling variation Describe the main goals in each of the DMAIC phases Session Objectives
  5. 5. © International Institute for Learning, Inc., All rights reserved. 5Intelligence, Integrity and Innovation© International Institute for Learning, Inc., All rights reserved. Quality Improvement in Healthcare Topic
  6. 6. © International Institute for Learning, Inc., All rights reserved. 6Intelligence, Integrity and Innovation Quality starts with the patient. If you are ill and need to visit a hospital, what is your expectation of that hospital? What Defines Quality in Healthcare?
  7. 7. © International Institute for Learning, Inc., All rights reserved. 7Intelligence, Integrity and Innovation The Quality of Health Care in America Committee of the Institute of Medicine (IOM) conducted an extensive study and published the findings. In To Err is Human: Building a Safer Health System the committee determined: “It is not acceptable for patients to be harmed by the health care system that is supposed to offer healing and support.” Quality Starts With Patient Health – Clinical Services 50,000 – 100,000 people a year die in American hospitals due to medical errors that could have been prevented. The report concluded that the errors were not typically the result of individual recklessness but of faulty systems, processes and conditions that failed to prevent mistakes.
  8. 8. © International Institute for Learning, Inc., All rights reserved. 8Intelligence, Integrity and Innovation Reduced time to check-in to hospital Reduced admission time from emergency room to floor Reduced billing errors Decreased number of times a patient got the wrong meal Increased system availability Quality in Nonclinical Services
  9. 9. © International Institute for Learning, Inc., All rights reserved. 9Intelligence, Integrity and Innovation Places emphasis on quality measures and improvements Requires the reporting of sentinel events (major actual or possible clinical errors) Emphasizes the use of root-cause analysis to identify and build permanent corrections to systems and processes Joint Commission for Accreditation of Healthcare Organizations “Mistakes can best be prevented by designing a safer health system at all levels.” IOM in To Err is Human.
  10. 10. © International Institute for Learning, Inc., All rights reserved. 10Intelligence, Integrity and Innovation© International Institute for Learning, Inc., All rights reserved. DMAIC Structure in Clinical Services Topic
  11. 11. © International Institute for Learning, Inc., All rights reserved. 11Intelligence, Integrity and Innovation DMAIC Brings Structure to This Simple Equation Input Variables (Xs) Outputs (Ys) Process Variables (Xs) Process )X,...,X,f(XY n21
  12. 12. © International Institute for Learning, Inc., All rights reserved. 12Intelligence, Integrity and Innovation Measure Performance & Focus on Critical Areas What is DMAIC? Where’s the PAIN to the Patient? The Hospital? 80% 20% Drill Down for Root Cause Pull It Out by the Roots Monitor & Take Action If Root Cause Re-appears DMAIC is the recipe or methodology for improving existing processes; it is the backbone of Lean Six Sigma.
  13. 13. © International Institute for Learning, Inc., All rights reserved. 13Intelligence, Integrity and Innovation Diagnostic Treatment Preventative Define Phase – Define the Problem Error or delay in diagnosis Failure to employ indicated tests Failure to act on results of monitoring or testing Error in performance of an operation, procedure or test Error in administering the treatment Error in the dose or method of using a drug Avoidable delay in treatment or in responding to an abnormal test Failure to provide prophylactic treatment Inadequate monitoring or follow-up of treatment
  14. 14. © International Institute for Learning, Inc., All rights reserved. 14Intelligence, Integrity and Innovation Define Phase – Select Project Operation Error Diagnosis Error Drug dose error Failure to Test Lack of Monitoring Treatment Delay Frequency 15 12 4 4 3 2 0 5 10 15 Frequency Error Type Errors Resuling In Patient Death Diagnosis Error Drug dose error Failure to Test Treatment Delay Operation Error Lack of Monitoring Frequency 47 33 28 25 16 15 0 20 40 Frequency Error Type Clinical Services Errors Prioritize by Impact Determine Frequency and Impact of Problem
  15. 15. © International Institute for Learning, Inc., All rights reserved. 15Intelligence, Integrity and Innovation Business Case – Hospital XYZ reported 40 sentinel events (major actual or possible clinical errors) in the last 12 months. Problem Statement: 37% of sentinel events occurred during patient operations. Goal Statement: Reduce or eliminate sentinel events during patient operations by >90%. Define Phase – Write Focused Project Charter
  16. 16. © International Institute for Learning, Inc., All rights reserved. 16Intelligence, Integrity and Innovation Measure Phase – Narrow the Focus Start by asking questions and look for the answers in existing or sampled data. If you were working on this project, what would you want to know about the below problem? Problem Statement: 37% of sentinel events occurred during patient operations.
  17. 17. © International Institute for Learning, Inc., All rights reserved. 17Intelligence, Integrity and Innovation Measure Phase – What were the types of surgeries that resulted in sentinel events? Craniectom y Surgical Ventricular Restoration Spinal Osteomyeli tis Coronary Revasculari zation Bladder Cystectomy Esophagect omy Pancreatec tomy Frequency 13 9 6 4 3 3 2 0 2 4 6 8 10 12 Frequency Surgery Types Surgery Types of Sentinel Events
  18. 18. © International Institute for Learning, Inc., All rights reserved. 18Intelligence, Integrity and Innovation Two Common Problems in Fixing Processes or Systems: 1. Solving at the symptom level 2. Tampering with the process Analyze Phase – Drill Down to the Root Cause What will happen if you determine the solution in either way?
  19. 19. © International Institute for Learning, Inc., All rights reserved. 19Intelligence, Integrity and Innovation© International Institute for Learning, Inc., All rights reserved. Root Cause Analysis Topic
  20. 20. © International Institute for Learning, Inc., All rights reserved. 20Intelligence, Integrity and Innovation Building Cause and Effect Diagram 1. Name the problem or defect. Problem or Defect 2. Determine the major categories of causes. 3. Brainstorm potential causes under each category. Material Machine Method People Environment Problem or Defect Measurement System
  21. 21. © International Institute for Learning, Inc., All rights reserved. 21Intelligence, Integrity and Innovation Identifying Potential Root Causes: Think Deep 1. For most likely causes identified on the main bones 2. Ask “Why?” 3. Brainstorm potential sub- causes, and for each sub- cause identified… Why ? Why ? Why ? Why ? Why ? Repeat 5 times 5-Whys Analysis
  22. 22. © International Institute for Learning, Inc., All rights reserved. 22Intelligence, Integrity and Innovation© International Institute for Learning, Inc., All rights reserved. The Concept of Variation Topic
  23. 23. © International Institute for Learning, Inc., All rights reserved. 23Intelligence, Integrity and Innovation Variation is Reality Mean CL: 30.48 -2.68 63.65 -7.21 2.79 12.79 22.79 32.79 42.79 52.79 62.79 72.79 82.79 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 Individuals-InstallationTime No two things are exactly alike. There is variation in every process/system. Even things that appear identical are not. Too much variation in processes and systems will lead to errors. We must understand how much variation exists and the causes before we can reduce it.
  24. 24. © International Institute for Learning, Inc., All rights reserved. 24Intelligence, Integrity and Innovation Common Cause – events happen sometimes to everyone – part of the process (indicates system/ process needs improvement) Special Cause – events only happen sometimes to some people/processes – out of the ordinary Two Causes of Variation This happens all the time Why does this only happen to me?
  25. 25. © International Institute for Learning, Inc., All rights reserved. 25Intelligence, Integrity and Innovation Common Cause Factors Special Cause Factors Example: Work Commute When you commute to work – the time it takes varies from day to day. Why?
  26. 26. © International Institute for Learning, Inc., All rights reserved. 26Intelligence, Integrity and Innovation Understanding Variation Situation All nurses make this mistake from time to time. Only one nurse is making mistakes. Type of Variation Common Cause Special Cause AppropriateResponse Look at all the data and find out why mistakes are being made (e.g., soiled cloths are in same type of bin as sterile ones). Make fundamental process change (put in different shaped bins). Look at that one clerk and find out what is different (e.g., trained on old system). Address that specific instance (e.g., train on new system). InappropriateResponse Investigate each occurrence of a mistake and try to change the process so it won’t happen again. Train everyone on new system. “Tampering” – treating Common Cause like Special Cause – increases process variation, wastes time trying to investigate and explain random events, and frustrates workers Treating Special Cause like Common – wastes resources and may frustrate workers Knowing the factors and the type of cause (Common versus Special) will determine the action you should take.
  27. 27. © International Institute for Learning, Inc., All rights reserved. 27Intelligence, Integrity and Innovation Improve Phase – Determine the Solution and Standardize It Inconsistent Processes Inconsistent Results L People doing whatever it takes J Consistent Predictable Results Standard Processes
  28. 28. © International Institute for Learning, Inc., All rights reserved. 28Intelligence, Integrity and Innovation Class Discussion The word standardization usually provokes feelings and thoughts. Why might you experience resistance to process/system standardization in healthcare?
  29. 29. © International Institute for Learning, Inc., All rights reserved. 29Intelligence, Integrity and Innovation Control Phase The goal of the Control Phase is to: Observation Cost 24222018161412108642 14 12 10 8 6 4 2 0 _ X=5.84 UCL=12.28 LCL=-0.61 Assure long-term process control Transfer full process responsibility back to process owner Close the project
  30. 30. © International Institute for Learning, Inc., All rights reserved. 30Intelligence, Integrity and Innovation In Summary The Mindset, Skillset, and Toolset of Lean Six Sigma is not exclusive to non people-intensive processes. It will work in determining root causes and solutions of problems in clinical services. The implementation of identified solutions will require cultural changes that are driven from the top, but the first step is to identify the solution. Patients should not be harmed by the healthcare system that is supposed to help them, but the solution does not lie in assigning blame or urging health professionals to be more careful. It starts with error-proofing systems and processes to avoid repeat errors. That’s where the DMAIC structure within Lean Six Sigma fits in.
  31. 31. © International Institute for Learning, Inc., All rights reserved. 31Intelligence, Integrity and Innovation We invite you to get a closer look at what IIL can do for you and your organization, by visiting www.iil.com or email learning@iil.com and let us know how we can meet your learning needs. Please connect with IIL Socially: Like us on: facebook.com/IIL.inc Follow us: twitter.com/IILGLOBAL Join our Discussions on LinkedIn At IIL, Our Greatest Accomplishments are Yours
  32. 32. © International Institute for Learning, Inc., All rights reserved. 32Intelligence, Integrity and Innovation Evaluations Thank you for joining us today. Please give us your feedback by completing our webinar evaluation now.

×