Building and Sustaining a Culture of Quality
Division: Lean Enterprise Division
This session presents a case study based on a major initiative at large medical facilities in the U.S. public sector across the globe. Past performance data indicated that the biggest contributor to high medical costs and slow patient convalescence were caused by unavailability of capital medical equipment like MRI and CAT scanners, robotic surgery machines, 3-D mammographs, etc. The problem was approached considering a medical facility like a “health factory,” with healthy human beings the only value-added output. Overall equipment effectiveness principles were applied to minimize six major operational losses, and value stream maps were used for eliminating nonvalue-added treatment steps. Dramatic improvements were realized in key performance indicators (KPIs) including diagnostic reliability, operational efficiency, shorter patient length of stay, fewer repeat visits for same symptoms, and improved score on total patient experience index accompanied with equally high financial efficiency.