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Dr. amel farrag lean six sigma in healthcare

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  • 1. Lean Six Sigma in Healthcare Dr Amel Farrag LSSMBB 1
  • 2. Learning Objectives• Why Six Sigma in Healthcare• How to apply Lean Six Sigma in a hospital setting.• How to get doctors to lead the Lean Six Sigma implementation.• How to link training and process improvement activities. Dr Amel Farrag LSSMBB 2
  • 3. How Senior Management Describes Six Sigma?" One of the greatest management innovations of the past quarter-century and an extremely powerful way to boost a company’s competitiveness…Nothing compares to the effectiveness of Six Sigma when it comes to improving a company’s operational efficiency, raising its productivity, and lowering its costs.” Jack Welch WINING ) Dr Amel Farrag LSSMBB 3
  • 4. Why Hospital Strive for Process Excellence ? Increase Improve Empower Fix Broken Process Customer Employees processes Efficiency Experiences Errors will Customers People There are slow only allow continuously costs hospital one bad think of associated growth and experience better ways with the bad increase to do their quality liability jobs Dr Amel Farrag LSSMBB 4
  • 5. History of Six Sigma Six Sigma was launched by Motorola in late 80s and early 90s As Quality program Mid 90 implemented in GE .CO by Jack Welsh then to other companies like U.S. Government American Express o Hercules Allied Signal Microsoft, Johnson & Johnson Since then many companies have embraced Six Sigma it is transmitted for healthcare industry like United Health Group , NHS , The Joint Commission . Dr Amel Farrag LSSMBB 5
  • 6. What is Six Sigma (6 σ)?Sigma is a Greek alphabet letter (σ) Used to describe variability .Sigma level Indicator of how often a process is likely to meet objectives Often expressed as 2 σ , 3 σ , 4 σ , A 6 σ process will perform to specifications 99.9999998% of the time (2 in a billion defect rate)Philosophy of Six Sigma All processes vary over time Six Sigma is a process for controlling that variation and continuously improving the product or service produced Dr Amel Farrag LSSMBB 6
  • 7. What is Lean“To get the right things to the right place at the right time, the first time, while minimizing waste and being open to change” — Taiichi Ohno,Lean is an approach that seeks to improve flow inthe value stream and eliminate waste . Dr Amel Farrag LSSMBB 7
  • 8. Lean and Six Sigma Use Six Sigma to Use Lean to-Improve process -Improve process efficiencyeffectiveness - Reduce number of steps in- Reduce variability the process-Ensure hitting the target -Reduce waste with LessALL the time effort- Accuracy , Reduce -Timeliness , Reduce NVADefects Steps . Dr Amel Farrag LSSMBB 8
  • 9. Hospital Players Provider Consumer Hospital Contractor HospitalPlayers Buyers playersInteractRoutinely Manageme Outsource nt Dr Amel Farrag LSSMBB 9
  • 10. Customer Requirements in Healthcare• Patient Safety Goals .•Improve Clinical Outcomes.• Increase Compliance Rates• Operational efficiency.• Improve Supply chain Labs , pharmacy.• Discharge Rates at Clinics ER / OR / ICU .• Financial Impact / Service Cost.•Increase quality Service Levels / Patient Care .• Stakeholder satisfaction Patients, Employees, Physicians 10 Dr Amel Farrag LSSMBB
  • 11. Joint Commission and Six SigmaSix Sigma was adopted by The Joint Commission Center for Transforming HealthcareInitiating Seven large Projects :1. The Hand Hygiene Project 20082. Improve the safeguards to prevent patients from wrong site, wrong side and wrong patient surgical procedures 20093. Improving the quality of hand-off communications 20104. Reduce surgical site infections (SSI) 20105. Prevent avoidable hospitalizations 20116. Prevent falls that occur in health care facilities 20117. Improve Safety Culture 2011 Dr Amel Farrag LSSMBB 11
  • 12. Six Sigma In Healthcare• ICU hours of Care Per Patient day: Dropped from a starting point of 29.6 hours in the 1980s to 20.5 hours by 1995 and 19 hours by 2001• The Mortality Rate from Acute Myocardial Infarction declined from 9.68 percent in 1999 to 6.3 percent in 2002• Shortened LOS of patients with Chronic Obstructive Pulmonary Disease. This resulted in more possible patient admissions and an annual savings of $40,000 in one hospital.• Cardiac Surgery Cost Savings: $1.1 to $2.6 million saved / year Dr Amel Farrag LSSMBB 12
  • 13. Which areas are Six Sigma Companies Focus? Dr Amel Farrag LSSMBB 13
  • 14. Where do Companies Focus? Dr Amel Farrag LSSMBB 14
  • 15. Where do Healthcare Focus? Reduced medical Errors Accurate, repeated, processes Just in time and every time Meet customer and patients needs Reduce hospital cost without affecting quality of careThis why we are thinking for six sigma in Healthcare Dr Amel Farrag LSSMBB 15
  • 16. Six Sigma Implementation Road Map Dr Amel Farrag LSSMBB 16
  • 17. Six Sigma Implementation Strategy Sell top management on the benefits of Six Sigma. Have top management communicate the hospital strategy to all staff members . Emphasize a quality culture through communications. Change mentality to patient center organization . Establish data-driven improvement measurements . Dr Amel Farrag LSSMBB 17
  • 18. Six Sigma Training Strategy• Teach Executive Staff "Sponsors" on how to drive the hospital strategy .• Choose and train hospital Champion ,leaders will set process measurements ,review results and be accountable .• Choose and train Master Black Belt - A core team of experts embedded in key business areas to lead, teach and audit.• Choose and train project managers black Belt - Business team members will deploy, collect and measure data, analyze results and make improvements.• Provide general overview & emphasize tools to "Green Belts" Dr Amel Farrag LSSMBB 18
  • 19. Six Sigma Training Strategy• Continue Six Sigma competency training across the hospital• Establish a Quality Committee - to choose most important projects to the hospital .• Assign Black Belts to projects based on their expertise and background .• Create a Black Belt community across the hospital .• Establish best practice "Centers of Excellence" Dr Amel Farrag LSSMBB 19
  • 20. Examples of Six Sigma Projects in Hospitals Process Clinical out come AdministrativeEfficiencyReducing waiting Reducing redo after Increase quality ratetime in Radiology Lasik Operation in medical transcriptDepartmentDecrease discharge Door to treatment Decrease Rat ofTAT TAT in acute chest invoice errors pain with STEMIDecrease rate of Decrease Bed Sore Decrease Nursingoperation Rat in hospitalized Turnovercancelation patient Dr Amel Farrag LSSMBB 20
  • 21. Questions & Answer Dr Amel Farrag LSSMBB 21

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