1. Date: 05/15/2015DMAIC Project Title and Area: Authors: Steve Campbell, Lyle Daughtery
DefineMeasureAnalyze
ImproveControl
The team treated 3 patients in 5 minutes and
incurred 2 defects. While the standard is to treat
5 patients in 5 minutes with zero errors
Problem1
Problem2
Problem3
Problem4
Problem5
Problem6
Problem7
Problem8
Problem9
Problem10
Problem11
Problem12
Problem13
Problem14
Problem15
0%
20%
40%
60%
80%
100%
0
0.2
0.4
0.6
0.8
1
1.2
Cumulative%
Occurrences
Problems
Sample Chart
Critical Few Useful Many [42]
Goal Statement: Increase number of patients treated by 90%
while reducing number of defects by 90%
What is critical X? – No Room Available
1. Why? – Patient waiting in room
2. Why? – Provider not available
3. Why? – Collecting Supplies
4. Why? – Location of supplies not convenient
5. Why? – Workflow has not been considered for patient flow
Hoosierville Hospital
Patient Presents
Room
Available?
YES – PT in room Assessment
Wash hands
Travel for supplies
Supplies
available?
NO – wait for supplies
YES – obtain
supplies
Wash hands
Return to roomTreat PTQuality Check
NO - Success - YES Discharge
NO – PT wait for room
Wash Hands
Hoosierville Hospital – Patient Flow
#1 #2 #3 #4 #5 #6 #7
Positive impact on customer / patient 7 5
Likelihood of completion within two months 9 9
Impact on employee satisfaction 6 7
Financial impact on problem 5 5
Likelihood of success 7 7
Low cost of implementation 6 5
SUM 40 38 0 0 0 0 0
Solution Name
#1
#2
Criteria for Opportunity Selection
Solution Prioritization Matrix
Rank each opportunity from 1 - 10 based on the criteria in the left-hand column: 1 = very low 10 = very high
Solution Number
Solution Description
Redesign traffic flow
Implement 5-S strategy in supply room
By implementing process changes of cellular work flow, 5-S and
Shadowboards, we were able to increase the number of patients treated
in round 1 from 3 Patients w/ 2 defects in 5 minutes (60% completion
with 40% defect rate) to treating 5 Patients w/ 2 defects in 5 minutes
(100% completion with 40% defect rate). Overall Process effectiveness =
276% increase in patients treated.
Series1, 2
0
1
2
3
4
5
6
Patient
Goal
Defect
Goal
Round 1 Patients
Treated
Defects Round 2 Patients
Treated
Defects
Hoosierville Hospital Round 1 / 2 Comparison
By developing possible controls for the improvements developed during
the Hoosierville Hospital exercise. Standardized Work, 5S and Inventory
Control with shadow boards to help sustain our process effectiveness at
the desired level of increase.