iSixSigma

Carolyn Pexton

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  • #61677

    Carolyn Pexton
    Participant

    Nancy – can you email me at [email protected], and I’ll see if the hospital involved is willing to share their form?

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    #61599

    Carolyn Pexton
    Participant

    GE Healthcare does offer Green Belt training for healthcare and other services through its Performance Solutions consulting group.

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    #61567

    Carolyn Pexton
    Participant

    Link works, though it might take a minute to come up on the screen because it’s a large presentation.

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    #61556

    Carolyn Pexton
    Participant

    Hi Yvonne – if you send me an email I will try to send back a couple other healthcare DMAIC project examples. My email is [email protected].

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    #61551

    Carolyn Pexton
    Participant

    There have been many excellent and detailed DMAIC projects shared at conferences over the past few years. As one example, here is a link to a presentation on a cardiac med administration project: http://www.ehcca.com/presentations/qualitycolloquium3/mcgann_1c.ppt. Let me know if there are specific types of projects you’re interested in, and I may have other links to share. Hope this helps as a start!

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    #61548

    Carolyn Pexton
    Participant

    There is also an article on pressure ulcers that was published in Patient Safety and Quality Healthcare – here’s a link: http://www.psqh.com/marapr06/sixsigma.html

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    #61381

    Carolyn Pexton
    Participant

    There have been many clinical Six Sigma projects including initiatives aimed at reducing medical errors–I will send you a couple articles as examples. Hospitals are using Six Sigma to reduce surgical site infections and bloodstream infections, eliminate medication errors, reduce pressure ulcers and address ventilator-associated pneumonia. Any initiative instantly becomes more complex, however, when you are talking about changing physician behavior and preferences.  A project that focuses on altering a particular surgical technique, for example, would be problematic and Six Sigma might not be the right approach.  As one physician noted, “Evidence-based medicine tells us what is needed to improve clinical outcomes, but Six Sigma provides a road map of how to get there.” There is a place for both in the effort to improve healthcare.

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    #61379

    Carolyn Pexton
    Participant

    Dr. Menon,
    I would be glad to share information with you as to how tools like Six Sigma and Lean have been applied to address a variety of issues in the hospital environment. There are many articles on this site, and there is also a new book coming out in April entitled “Improving Healthcare Quality and Cost with Six Sigma”. If you let me know if there is a specific area you are interested in I might be able to point you to a relevant publication. If you’re asking about Six Sigma for hospitals in general and how they might get started, there are a number of paths to take. Some have chosen to start small with a project focusing on reducing ED wait time, for example, and others have decided to implement Six Sigma across their organizations through internal training and projects. Here is just one example of a project focused on improving bed managementhttp://healthcare.isixsigma.com/library/content/c060301a.asp.

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    #60853

    Carolyn Pexton
    Participant

    There are examples of Lean value stream maps in articles on this web site. For instance, the recent article on Lean in the pharmacy, and also this article on the ED: http://healthcare.isixsigma.com/library/content/c051109a.asp

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    #60451

    Carolyn Pexton
    Participant

    Resistance to change can present barriers – whether you’re implementing Six Sigma, Lean or any other method. It helps to address this up front using change management tools that create a shared need, identify concerns from key stakeholders and mobilize commitment.
    Regarding the use of Lean in healthcare, there are a few articles on this web site that may be useful and I would be glad to share more information if you’re interested.
    Streamlining Diagnostic Testing at Northwestern
    http://healthcare.isixsigma.com/library/content/c041124a.asp
     
    Creating a Lean Six Sigma Hospital Discharge Process
    http://healthcare.isixsigma.com/library/content/c040915a.asp
     
    Integrating Six Sigma with Lean and Work-Out
    http://healthcare.isixsigma.com/library/content/c031126a.asp
    Hope this helps!

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    #60363

    Carolyn Pexton
    Participant

    Did you see this article on creating a Lean Six Sigma discharge process? http://healthcare.isixsigma.com/library/content/c040915a.asp

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    #60356

    Carolyn Pexton
    Participant

    Not a complete list, but hospitals applying Six Sigma in NY, NJ and PA include New York Presbyterian Hospital, Kaleida Health, North Shore-LIJ Health System, Virtua Health, Atlantic Health System and Mount Sinai Medical Center. Hope that helps!

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    #60306

    Carolyn Pexton
    Participant

    Kevin,
    My email address is [email protected] – feel free to email me and I’ll send the article back. It’s not posted on this site.
    Regarding process owners and champions, that would depend on the specific project – for instance, a project to improve turnaround time in OR may have a physician as champion, process owner or Black Belt, or a surgeon may be involved only in contributing VOC. For OR TAT, the problem could be any number of things including availability of supplies, scheduling issues, bottlenecks in cleaning the room, or other factors. There is no hard and fast rule as to who plays which roles – it really depends on the issue you’re targeting and the stakeholders (i.e., nursing, lab, docs, administration, etc.) who are involved with the process. Hope this helps!

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    #60304

    Carolyn Pexton
    Participant

    Kevin,
    Physicians can play a variety of roles depending on the project focus and the way the organization has decided to implement Six Sigma. There are some physicians who have become Black Belts or even Master Black Belts within their hospitals and are leading initiatives to improve quality, cost and efficiency. Others may be involved on a “need to know” basis, where project teams keep them informed and seek input as necessary.
    If you’re interested, send me an email and I will share an article on winning physician buy-in for Six Sigma.
     

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    #60214

    Carolyn Pexton
    Participant

    Susan,
    Six Sigma has been applied in many hospitals and health systems addressing a variety of issues. Some organizations, such as Virtua Health in New Jersey or Commonwealth Health in Kentucky, have used the methods on an enterprise-wide basis to train internal staff and achieve long-term cultural change. Others have decided to begin by applying Six Sigma to a particular area or problem — such as improving throughput in radiology or reducing wait time in the ED. You’ll find many examples on this site and I would be happy to send you more information on healthcare applications in email.

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    #60150

    Carolyn Pexton
    Participant

    Six Sigma can be applied to all processes and organizations, but not necessarily to all issues since they won’t all require the level of rigor a Six Sigma project provides. Some may simply require a decision or business planning strategies, others may need a Work-Out to get the right people in the room applying problem-solving techniques, and some might need Lean tools. There are various levels of Six Sigma application in healthcare. If your organization does not have the resources or is not ready to dedicate staff for training and leading projects, you can work with a third party to identify the right opportunities, apply the tools and get results.

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    #60127

    Carolyn Pexton
    Participant

    There are a growing number of healthcare organizations using Six Sigma — some at the departmental or project level, and some carrying it across the enterprise to achieve cultural transformation. This isn’t an all-inclusive list by any means, but on the system-wide level, users include Virtua Health, New York Presbyterian Hospital, North Shore-Long Island Jewish Health System, Providence Health System, Nebraska Medical Center, Valley Baptist Health System, Commonwealth Health Corporation, Good Samaritan Hospital in Los Angeles, Charleston Area Medical Center and Thibodaux Regional Medical Center. If you’re interested in learning more about the implementation of Six Sigma and change management in healthcare and the results that have been achieved, send me an email at [email protected] and I’ll be glad to provide information.

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    #60097

    Carolyn Pexton
    Participant

    Debbie,
    Certainly raising patient satisfaction is an important qualitative goal. To measure the quantitative business case for your project, however, you may need to delve into the data to understand what may be driving the delays. Are resources being utilized properly? Are there delays in processing paperwork or in housekeeping? Are the delays longer at certain times or days of the week? The answers may point to savings once process improvements have been implemented.
    If it helps to review other ED projects, here’s a link to a recently published paper on challenges and solutions using Six Sigma methods. ttp://http://www.gehealthcare.com/prod_sol/hcare/pdf/ed_monograph_finalhr.pdf
     

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    #60010

    Carolyn Pexton
    Participant

    I would be happy to share a variety of healthcare examples with you for your presentation. Please email me at [email protected] and let me know if there are any specific areas you’re interested in, such as the emergency department, diagnostic imaging, clinical examples etc.

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    #59901

    Carolyn Pexton
    Participant

    There are numerous examples of completed Six Sigma projects across a wide range of applications in healthcare. Some examples include using the methodology to improve service cycle time, reduce patient wait time, reduce medication errors, streamline nursing workflow, optimize the use of technology, reduce length of stay, improve the billing process and increase capacity for patients.
    It is difficult to provide a great deal of depth in an email response, but at a very high level, here are a few projects and results:
    -Midwest hospital reduced patient wait time in ED by over 40%
    – To improve perioperative services, one hospital focused on scheduling, length of stay and pre-admission testing. Projects resulted in turnover times reduced by 50-60%, higher surgical staff satisfaction and 6% increase in case capacity yielding $1.7m annually.
    – 500 bed hospital improved MR capacity adding 5 slots per day with potential for $437,500 annually in additional revenue
    -East Coast health system reduced average CHF length of stay from 6 to 4 days, also improving patient education and chart consistency as part of the project
    I would be happy to provide more detailed information on projects and results via email at [email protected].

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    #59835

    Carolyn Pexton
    Participant

    The Six Sigma team at Virtua Health published an article in Journal of Clinical Outcomes Management on their Heparin project – here’s the link http://www.turner-white.com/pdf/jcom_aug02_sigma.pdf

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Viewing 21 posts - 1 through 21 (of 21 total)