Mark Graban Slides - HIMSS and FormFast
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This document discusses how hospitals can use Lean principles and processes to improve quality of care, patient safety, employee satisfaction while reducing costs. It provides examples of hospitals that saved millions of dollars through Lean initiatives. Key challenges hospitals face are increasing costs, decreasing reimbursements, quality and safety issues. Lean focuses on eliminating waste in processes like unnecessary travel for staff during patient care. Hospitals have reduced infections and saved millions through Lean projects focused on standardizing supplies and exam rooms. Information technology must be used to support workflow and eliminate redundant data collection without simply automating existing waste.
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Mark Graban Slides - HIMSS and FormFast
- 1. Lean Hospitals Improving Quality, Patient Safety and Employee Satisfaction
- 2. Challenges Hospitals Face Increasing Cost of Providing Care Decreasing Reimbursements Quality & Patient Safety Problems Increasing Patient Populations Staffing Shortages Increasingly Complex Information Systems Decreasing IT Staff & Budgets
- 3. Examples of Lean $$ Results ThedaCare (WI) $27M savings over 4 years Doubled operating margin Park Nicollet (MN) $7.5M savings in 2004 Florida Health System $11M building cost avoidance Dr. Sami Bahri, D.D.S. Increased volume & prod. Paid off office mortage New York H&HC $5M savings from JIT $4M savings from rationalizing O.R. supplies Delnor Hospital (IL) Defer $80 capital expansion Denver Health Increased revenue $520k at one clinic Total savings $29M $2.3M revenue boost
- 4. Quality & Cost “Lean is a quality initiative, it isn’t a cost-cutting initiative. But the end result is, if you improve your quality, costs will go down.” Bill Douglas, CFO of Riverside Medical Center (IL) Allegheny Medical Center: Reduced central line infections by 95% Hospital lost $26,839 per case (~16 cases/yr) = ~$500k/year Beth Israel Deaconess Medical Center: Avoided 300 V.A.P. cases in one year $12M cost savings
- 5. 5 “Equally important pillars”
- 6. Waste in Primary Care 670 ft for single procedure prep (pre-Lean walking pattern) MDs, PA, RNs: Poor organization Supplies in inconvenient locations Missing information The system causes this Exam Procedure Lab
- 9. With today’s technology, why do our processes wait on interoffice envelopes, push carts, and committee meetings? Identify Your Waste 9
- 10. The Toyota Way – Technology Principle #8 (of 14): Use only reliable, thoroughly tested technology that serves your people and processes 10
- 11. The Information Manager’s Role In A Lean Hospital Manage Information Effectively & Efficiently Provide Broad Value Stream Solutions Eliminate Waste, Including Redundant Information Collection Reduce Potential For Human Error Provide Automation Solutions Supporting Processes, Workflow, and Patient Flow Allowing Skilled Workers To Focus On Their Core Competencies Rather Than Simple Tasks Leverage IT Tools Wisely
- 12. How IT Can Support a Lean Hospital Get End Users Involved in System Selection, Design & Implementation Synchronize Workflow & Software Don’t Just Automate the Waste Participate in “Kaizen Events” as Team Member
- 13. Q&A Contact info: mark@constancy.us www.leanblog.org www.healthcarevalueleaders.org 13
Editor's Notes
- Why Lean? We need to “start from need” and not just be pushing lean tools, our focus needs to be on using Lean methods to solve important problems and to improve our hospital culture
- Not just cost savings – but quality and safety improvementsThedaCare Dean Gruner =“quit counting” after $20M for a while. Freed up $12 M by better managing revenue cycle. Another hospital that developed a process for catching unpaid emergency-room bills brought in an extra $3 million a year.NYC – gloves & suchDelnor That's exactly what happened at one hospital, which mulled an $80 million expansion to its maternity ward but then found that once a nurse was dedicated to the discharge process, the existing facility could keep up with demand.Examples of not expanding the ED – improving flow (only 16 rooms instead of 24 at Avera)Riverside clinic – in the black for the first time ever with leanLean techniques have helped Denver Health's doctors see more patients — mainly by eliminating paperwork and rearranging offices so that the physicians don't have to do as much walking. In just one clinic, such moves have generated an extra $520,000 in revenue since 2007.As part of fixing the revenue cycle, Burnette's team zeroed in on patients whose care is partly paid for through grants. The hospital often recouped the grant-funded portion of the patient's bill while neglecting to bill insurance for the rest, potentially missing out on as much as $18,000. The team came up with a reliable communications system between the grant oversight office and the patient-billing department, boosting revenue by $2.3 million.No new people or no new equipment or no new space unless you look at it with Lean first.
- At Allegheny General Hospital, the average payment for a patient who developed a central line-associated bloodstream infection (CLAB) was $68,894, but the actual average cost of treating the patient was $91,733, leading to a gross loss of $26,839 per case. The hospital had 54 such cases in the medical intensive care unit and coronary care unit between July 2002 and June 2005. The infections resulted in a total economic loss to the hospital of $1,449,306. 2,000,000 Estimated infections per yearX$15,275(Average additional hospital costs when apatient contracts an infection)= $30.5 Billion
- Toyota is not a luddite company. They do indeed use software. Their factories aren’t run using the traditional MRP planning methods that most non-Lean manufacturers would take for granted. But Toyota certainly uses computers for many appropriate functions, including long-term forecasting for their supply chain. They use technology that serves their process and their people. Technology serves them, as opposed to changing your processes to fit the “best practices” embedded in some software system (whether that’s ERP for manufacturers or EMR for hospitals).