Training House Six Sigma Initiative for Hospitals.

1. ™
Train, Translate & Transform
Six Sigma in Hospital Operations
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2. ©Training House 2012

3. Overview
• Quality – Six Sigma View
• Hospital Management – Key Challenges
• Six Sigma in Hospital Operations
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4. Quality…a perspective
The Classical View of Quality The Six Sigma View of Quality
“99% Good” (3.8s) “99.99966% Good” (6s)
• 20,000 items rejections per months • 7 items rejections per month
• ~15 minutes each day of unsafe drinking • 1 minute every 7 months of unsafe
water drinking water
• 5,000 incorrect surgical operations per • 1.7 incorrect surgical operations per
week week
• 2 short or long landings at most major • 1 short or long landing at most major
airports daily airports every 5 years
• 200,000 wrong drug prescriptions each • 68 wrong drug prescriptions each year
year
• 1 hour without electricity every 34
• 7 hours without electricity each month years
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5. Increasing Productivity
Low Cost Innovation
High Quality Intersection
Customer Insight
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6. Hospital Operations: Key Challenges
Timely Efficient Effective
Services Services Services
Safe Data
Environment Collection
Patient Centric Care
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7. Six Sigma in Hospital Operations: Why?
With the increased focus
on customer requirements and
pressure to deliver the best quality
every time, cost of healthcare is escalating.
It has become of equal importance,
to optimize the performance
with respect to quality and
to optimize cost of care.
Six Sigma addresses both these concerns
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8. Six Sigma?
Six Sigma is a
What is Six “data driven”
Sigma? problem solving
methodology.
… how you utilize and
implement that
methodology depends on
you.
• A highly Structured and Data Driven Approach for Improved Customer Quality.
• A Measurement of Our Process and our Capability to deliver services.
• Goal of Six Sigma – Attain Less Than 3.4 Defects per Million Opportunities
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9. Six Sigma Vs Traditional Approach
Practical
Traditional
Problem
Approach
Statistical
Problem
Six Sigma
Statistical
Approach Solution
Practical
Solution
Customer Focused . . .Bottom Line “cost” Driven
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10. Some Six Sigma Projects - Case Study
Reducing Discharge Time
Reduction in CRBSI Rate Discharge Time
Infection reduction - 3.66 to 6 Sigma Before: 282 mins - After: 135 mins
Optimization of Dialysis Process Improving Lift Efficiency
Process Sigma Increased by 1  50% Improvement in Customer Satisfaction
 50% Process Capability increased
Six Sigma
Projects
Increase Dispatch Capacity-CPS
 Process Sigma improved by 1.22
Reducing Cathlab Waiting Time
 30% improvement in waiting time
Optimizing Diagnostics Pricing Standardization of Consumable
Avg realization – 1.78 Sigma increased Process Sigma improved by 3.4
©Training House 2012

11. CRBSI – Six Sigma approach – Case Study
Problem
 High rate of Catheter Related Blood Stream Infections (CRBSI) in ICUs
 Increased Length Of Stay (LOS) for patients, due to CRBSI
 Patient Dissatisfaction
 Revenue loss due to increased LOS
Goal
To Standardized process & eliminate CRBSI from MHC
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12. Case Study :- Causes for High CRBSI
Environment People
Wire Control
Insertion Site Contaminated Lines
Patient Immunity Periodic dressing
Supervision Dressing Technique
Patient Movement Assistance Multiple Pricks
Emergency /code Patient Behavior HIGH ICU
CRBSI RATES
Guidelines for catheter
Sterile technique insertion
TNA data available
Universal Precaution
TAT for information Sterilized material
C/L
protocol Culture process
Process Material
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13. Case Study :-Key Improvements
Pt. in MICU
Doctor's decision for C/L
Revised Standard procedures
Site –Subclavian /Femoral/Jugular - Hand Wash
Patient consent & procedure explanation
Procedure preparation
Hand Wash & Dr. Assistant Drying time for
site, increased to 3-5
mins., as per WHO
Patient preparation & C/L insertion
standards
Suturing
Site Drying
Established
Site dressing measurements
system
Monitoring
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14. Case Study :-Achievement…
The Classical View of Quality
“98.45% Good” (3.66s)
CRBSI Rate in MICU – 4
The Classical View of Quality
“99.61% Good” (4.16s)
CRBSI Rate in MICU – 1
The Six Sigma View of Quality
“99.99966% Good” (6s)
CRBSI Rate in MICU – 0
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15. Six Sigma Scope in Hospital Services
 Bed related Inpatient Functions
Medical Operations  Out patients related Functions
 Diagnostics and Treatment Functions
 Administrative Functions
Administrative Operations  Research and Teaching Functions
 Supply Chain
Focus on Process Capability, Utilization, Cycle Time, Cost Optimization
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16. Six Sigma Infrastructure
Six Sigma Champion
Resources Master Black Belt Black Belt Green Belt Yellow Belt
Culture change Identify opportunity
Primary Role agent Mentor Project & Execute Project Execute Project
Role Duration 24 Months 18 Months 12 Months 6 Months
The actual infrastructure and number of roles will be dependent on the size and complexity
of an Organization &maturity stage of deployment of Six Sigma.
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17. Essential of for Six Sigma
• LEADERSHIP COMMITMENT
 Time
 Effort
 Resources
• MANAGING WITH DATA
 Design-measure-analyze-improve-control
• TRAINING AND CULTURAL CHANGES
 Integrated business strategy
 Impact on career paths
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18. Six Sigma and Health Care - Statistics
An increasing number of hospitals are adopting a Six Sigma process as a way to
increase patient satisfaction and reduce errors by improving processes.
Statistics compiled by the US Bureau of Labor Statistics show that health care
costs have increased five to six times faster than much of the rest of the economy
during the past 5 years.
Six Sigma is a program of quality that is grounded in statistical analysis of gathered
data.
©Training House 2012

19. Contact US
Business Enquiries business@traininghouse.in
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Media Enquiries use.in
Jobs Enquiries jobs@traininghouse.in
Trainers Enquiries trainers@traininghouse.in
Contact Person santhoshi@traininghouse.in
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20. THANK YOU…
Hope to See you in Training Class
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