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Healthcare Same Day Surgery DMAIC

Six Sigma – iSixSigma Forums Old Forums Healthcare Healthcare Same Day Surgery DMAIC

This topic contains 22 replies, has 7 voices, and was last updated by  Sinnicks 12 years, 9 months ago.

Viewing 23 posts - 1 through 23 (of 23 total)
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  • #25425

    Sinnicks
    Participant

    Hello everyone,
    I am currently starting a DMAIC in our Same Day Surgery Department. The project metric that was selected for study is patient wait time from Registration in SDS through discharge. It looks like we do not have any data available regarding wait times, which is a cardinal sin at the beginning of a Six Sigma DMAIC.  Wait time also is very difficult to quantify bottom line “Hard Savings”. Does anyone have some ideas regarding the SDS process metric(s), that will show bottom line hard savings after improvements are made throughout the entire process. Thanks for your assistance!
    Mark

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    #61284

    qualitycolorado
    Participant

    Mark,Since you have no wait time data, how about thoroughput through the department? This, I think, would be linked to wait time, and would also be linked to savings.Best regards,QualityColorado

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    #61285

    AT
    Participant

    Measuring throughput is a good idea. But there is nothing that stops you from moving on with your WT project. The project may only take a little longer because first you have to operationalize the WT measure and install a measuring system.

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    #61286

    sillyidiot
    Member

    SDS stands  for what?

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    #61289

    Sinnicks
    Participant

    SDS stands for Same Day Surgery

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    #61290

    Sinnicks
    Participant

    Then how would I baseline Same Day Surgery throughput? Metrics?
    Thanks for your help!
    Mark

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    #61291

    Thomas
    Participant

    You may want to include the preop assesment and look and cancellations you may currently have and how to prevent/minimize them and the patient education involved.

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    #61294

    sillyidiot
    Member

    Mark
    Thank  You

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    #61297

    Sinnicks
    Participant

    Thanks Ramesh!
    To simply put it, you mean that I will have to instill a manual data collection plan to collect current patient wait times throughout the Same Day Surgery process, which will provide current baseline data. Correct?
    Thank you!
     
    Mark

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    #61300

    BritW
    Participant

    There are two ways that I have found helpful.
    First – if you are in a hospital, you are probably competing with free standing same day surgery (outpatient surgery) facilities.  They are usually faster in terms of overall turnaround, but lack perceived patient care that a hospital does (in the minds of he patient).  You can use their wait times/tuenaround times as a benchmark.  If you can match or come close to them, the perception of care may win that market.
    Second, you could get your group together, take some data, and determine your process best (a few times in a row that you were very good at low wait times/turnaround times).  Often this is a god first goal, but should be challenged later for more improvement.

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    #61303

    Sinnicks
    Participant

    Thank you! I will definitely look into these.
    Mark

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    #61311

    Sinnicks
    Participant

    What type of savings would you suspect when analyzing throughput through the Same Day Surgery Department?
    Thank you
    Mark
     

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    #61317

    BritW
    Participant

    First – if wait times are long, then cancellations are lost money. Secondly, if you improve throughput enough, you will have increased daily capacity – so if your market is sufficient, you should see increased volumes.  Labor per procedure may be another one if you are measuring that.  You can’t really measure the last one (at least very well in terms of $) I want to mention, but if the experience is good, then people tell people and may choose you over a competitor.  Not an easy measure of savings, but another measure jus tthe same. 

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    #61318

    Sinnicks
    Participant

    Thanks BritW!
    You make very good points here. I meet with my Champion tomorrow to discuss project details. These will definitely come in handy!
    Thanks again!
    Mark

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    #61327

    Dr. Eugene Jacquescoley
    Participant

    Mark,
    Just out of curiosity: How did you define “wait time” in your project charter?
    E

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    #61330

    Sinnicks
    Participant

    Patient wait time has been defined as the time between Same Day Surgery waiting room (arrival) until patient is called into Same Day Surgery and also the time between Same Day Surgery arrival (unit) and when patient is called for procedure. We are currently in process of collecting our baseline data. The wait time was identified through our “voice of the customer” patient surveys, which consistently has been very low percentile rank among our peer groups.(Press Ganey). Please feel free to give me a call at 301-723-1656.
    Mark

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    #61331

    BritW
    Participant

    Sort of off topic – but do you find any issue with the Press Ganey sampling process – in particular the sample size?  Just wondering.

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    #61332

    sillyidiot
    Member

    Thank You  Mark.
    Couls  you  please  suggest  a  SIPOC  (Supply-Input-Process-Output-Customer) Diagram For  visiting  a  Hospital (as a  patient).
    I  have  done  some  steps  ,but  still  I  need  further  enlightenment from  somebody who  works  in  Healthcare.
    Thanks  and  best  regards   

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    #61333

    qualitycolorado
    Participant

    SillyIdiot:Here is an iSixSigma link that has an example of a high-level SIPOC from a patient’s point of view — is this what you are looking for:http://healthcare.isixsigma.com/library/content/c040303a.asp
    Best regards,
    QualityColorado

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    #61334

    Sinnicks
    Participant

    Hi,
    If you want to build an “AS IS” SIPOC (of how the process is working today) of a patient visiting the hospital. The first step is to define the high level process flow (approx. 4-7 steps-that defines the process?). This is where the value is added and is directly affected by the 6 M’s: Man, Machine, Material, Method, Measure, Mother Nature. What is the process the patient will be visiting? After this is identified, you can then draw the high level process flow, which serves as the core of the SIPOC model, and is usually located in the middle column of your SIPOC. Then you can start asking the following questions: What are the outputs(product or service to be used by customer) of the process? Who are the customers (those that use product or service) of the outputs? What are the inputs (Info, materials consumed, value added to the process and who supplys (information, Materials, Resources) the inputs?
    Hope this helps!

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    #61335

    Sinnicks
    Participant

    I’m not sure exactly what you are asking but I do know Press Ganey does have minimum sample sizes for different departments. Our Same Day Surgery Department must have a minimum of 145 respondents (patients) if not, they will not generate a report. For our baseline patient wait time data (low precentile rank) from Press Ganey- n=280 per three month period.
    Thanks!
    Mark
     
     
    Sort of off topic – but do you find any issue with the Press Ganey sampling process – in particular the sample size?  Just wondering

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    #61336

    BritW
    Participant

    They seem to be fine with our total for major areas like ED, Outpatient and Inpatient. Of which, if they do not have enough samples, they don’t do the report.  But I have found issue with the individual departmetns, sy a med surge floor, in the inpatient and outpatinet groups.
    Do you know what % of your patients are surveyed?

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    #61337

    Sinnicks
    Participant

    Our Same Day Surgery Department Surveys 60% of patients.
    Thanks!
    Mark

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