six sigma
Malansari23
wating_time_presentation_question_5.pptxSix Sigma in Emergency Department Wait Times and Service Quality
Team
Amjad alzawad & saad aljemaz
October 31,2016
SAALCS2103116
Company profile
Paoli Hospital
Founded in 1914.
Located in Paoli, PA.
Drivers for change
Due to delays, patients leave the emergency room without waiting, accounted for 6.3% of a total 43,800 ED visits.
Resulted in lost hospital revenue, negative hospital reputation and poor emergency room preparedness.
The goal is to increased patient satisfaction and improved financial performance
Define phase
SIPOC represents a high-level identification of the process to observe the major process elements.
Helps to identify the process outputs and the customers of those outputs so that the voice of the customer can be captured.
5
Measure Phase
Establishing the baseline sigma before any process improvement is implemented:
Units: Hospital ED visits which are 43,800 visits per year.
Defects: 6.3% or 2,759 people leaving the hospital ED without being seen by a doctor.
DPMO : 2759/(1*43,800) = 0.062991 or 63,000 DPMO.
This equates to 3.03 Sigma.
Analyze phase
Separating the significant aspects of a problem from the small ones.
The team should focus, at most, on the first six reasons
Analyze phase Continued…
Average wait time: 21.1935484 minutes
Patient Wait Times
Frequency
5 12 19 26 33 More 1 2 11 9 7 1
Minutes
Frequency
Improve phase
The Design of Experiments (DOE) :
Find an improvement considering variables that impact wait times.
five possible reasons for the delay:
Staff size
Order of treatment
Treatment method
Tracking software
Waiting room temperature
Improve phase Continued…
Scatter Diagram
Determine the correlation between the volume of patients and the impact on the number of patients that leave without treatment .
Control phase
Establishing Control Chart of new wait times in order of occurrence
Six sigma tools
Pareto Diagram
Histogram Chart
Design of Experiments (DOE)
Scatter Diagram
Control Chart
Kpiv AND kpov
Variation in number of staff
Variation in patients waiting time (min)
Variation in number of patients leaving without treatment.
Variation in Waiting room temperature (Degrees)
Reducing “door to doctor” time
Results Achieved
Improving “door to doctor time” by 50%
Decreasing total revenue losses by 20%
Reduce unseen patients by 75%
Lessons learned
Pleasing incoming patients is beneficial
(Customer Satisfaction).
Involving all staff members of hospital to DMAIC
process.
Data collection is important.
Understanding the patients needs and its effects.
references
http://www.slideshare.net/mfloriani/healthcare-six-sigma-project
