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Unleashing Healthcare Employee Know-How to Capture Quick-Wins
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| Process improvement opportunities in healthcare provider organizations vary greatly in scope and complexity. Our research indicates that up to 80% of healthcare process improvement opportunities can be classified as Quick Win or Rapid Action Projects – i.e., action and results are achievable in 60 days or less without the need for exhaustive data and statistical analysis.
One significant advantage healthcare providers have when it comes to deploying Lean Six Sigma is a highly experienced workforce. There is a tremendous wealth of untapped know-how for solving problems and capturing quick wins. Yet most healthcare organizations, even those with Lean Six Sigma initiatives, engage but a fraction of their workforces in continuous improvement.
Leap Technologies has worked with several healthcare provider organizations to expand their continuous improvement efforts by implementing a simple, fast and highly reliable approach for unleashing healthcare employee knowledge to “sweep quality, patient care and operating profit opportunities up from the floor”. The Rapid Action Team methodology integrates basic Lean and Six Sigma concepts into Leap Technologies’ acclaimed Action Workout process to provide a just-in-time vehicle for engaging healthcare employees in continuous improveemnt without the need for classroom training or expert facilitator support.
For examples of applications and results from this remarkable 60-day team process, click on the topics listed below or simply scroll down the page.
Agency Nurse Expense
IV Waste Reduction
Reducing Expenditures on Medical Equipment Rental
Facilities & Maintenance Cost Reduction
Improving Hiring Cycle Time
Increasing Revenue Capture
OB Department Supply Costs
End-of-Shift Nursing Reports Cycle Time
Medical Report Transcription Cost Reduction |
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Reducing Agency Nurse Expense
Assignment:
How can we reduce the use of agency nurse hours?
Sample Actions:
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Developed specific criteria for when to use agency nurses. |
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Created decision tool for use by Charge Nurses to determine staffing levels. |
| 3. |
Created intranet open shift sign-up process for staff nurses |
Results Summary
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Seven actions implemented. |
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$100,000 annualized savings |
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IV Waste Reduction
Assignment:
How can we facilitate the timely delivery of IV fluids to the nursing department in order to reduce waste, increase efficiency, and improve patient care and safety?
Sample Actions:
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Created new system with SICU, CVICU to communicate IV prep needs to pharmacy-make normal part of I & O documentation. |
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Pharmacy prepared IVPB in four 6-hour batches versus 12-hour to correspond with time changes/transfers that normally occur. |
Results Summary
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Seven actions implemented |
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$50,000 annualized savings |
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Reducing Expenditures on Medical Equipment Rental
Assignment:
How can we reduce our cost of renting specialty pumps and beds?
Sample Actions:
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Developed a clear identification system to differentiate rental from owned pumps. |
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Implemented a process to quickly collect and centrally stage rental pumps for both control and easy access. |
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Developed rental cost scorecard for clinical units. |
Results Summary
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Five actions implemented |
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First year savings of $62,400 |
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Facilities & Maintenance Cost Reduction
Assignment:
How can we reduce maintenance and facilities operating costs?
Sample Actions:
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Reviewed and streamlined preventive maintenance procedures to eliminate the need for contract labor with no risk to performance. |
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Switched vendor for paint and other building supplies to realize better pricing. |
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Automated controls for deicing heat lamps to save energy. |
Results Summary
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Eight actions implemented |
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First year savings of $68,607 |
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Improving Hiring Cycle Time
Assignment:
How can we reduce hiring cycle times?
Sample Actions:
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Established house wide application turnaround standards to improve screening and feedback process. |
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Formalized a fast track system for hot jobs to improve responsiveness to applicants for key jobs. |
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Made job descriptions available on-line to encourage applicant self-screening. |
Results Summary
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Eight actions implemented over 60 days |
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Hiring cycle time reduced from 67 days to less than 30 days |
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Increasing Revenue Capture
Assignment:
How can we improve the capture, coding and billing of all charges?
Sample Actions:
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Established a charge leader role in each clinical department to provide a clear point of contact for finance staff. |
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Provided enhanced refresher training to charge leaders on a quarterly basis. |
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Identified and implemented Info System changes to enable faster, more accurate coding of charges. |
Results Summary
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Six actions implemented and six recommendations approved. |
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Capture of an additional $84,300 in revenue per year. |
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OB Department Supply Costs
Assignment:
How can we reduce supply costs in OB in order to achieve overall reduction in operating costs?
Sample Actions:
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Contained medications in L&D to recover lost charges as well as comply with regulation for medication handling. |
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Decreased repetitive distribution of mugs, peribottles, stockings, etc. |
Results Summary
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Seven actions implemented |
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First year savings of $25,000 |
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End-of-Shift Nursing Reports Cycle Time
Assignment:
How can we reduce end-of-shift nursing report time?
Sample Actions:
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Defined and implemented Standards of Report to clarify expectations and information required for efficient, effective reporting. |
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Piloted alternative methods of report (written and taped). |
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Developed a paperless system requiring no capital outlay, utilizing existing phone system capabilities and equipment. |
Results Summary
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Eight actions implemented |
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Savings of over $55,000 per year in RN overtime |
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Medical Report Transcription Cost Reduction
Assignment:
How can we reduce our outside transcription costs?
Sample Actions:
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Redesigned transcription work areas to enhance work flow. |
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Rooted out and eliminated non-value adding tasks in transcription department. |
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Created a Transcription School and developed a transcription resource guide/toolbox. |
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Created enough internal capacity to save a net of $201,000 per year by bringing transcription volumes in house . |
Results Summary
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Seven actions implemented and four recommendations approved |
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$201,000 in savings |
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