Healthcare is continuously changing and challenging organizational leaders to develop new skills and embrace new models of strategic thinking. Technology is advancing at a fast-forward pace, competition is blurring the traditional boundaries of where health care has been delivered and access to capital is ever-increasingly difficult. To remain viable in this evolving marketplace, Thibodaux Regional believes continuously improving and managing change is essential. Being a “good” organization is not enough. We want to be “great” in everything we do, striving for excellence in all areas. We challenge ourselves to improve and “go to the next level” of performance. To improve we have to change, and managing change involves establishing a clear vision and shared goals; involving all staff members in problem resolution and program development; and moving quickly for competitive gains. We believe this will propel the organization to excellence.

In an effort to maintain a continuous pursuit of excellence, Thibodaux Regional has adopted three different process improvement methodologies which are used to focus on improving clinical services, as well as organization-wide quality initiatives. Each methodology brings a unique aspect to problem solving allowing for individualized treatment of each issue.

Six Sigma
Six Sigma is a process improvement methodology employing statistical analysis of data in order to identify and reduce significant variation in a process. This leads to a reduction in overall defects before the finished product ever reaches our customers. This methodology is used to address high priority issues related to delivering quality patient care.

Lean Methodology
Lean is a process improvement strategy to solve problems or improve current performance in a concise, efficient manner following a systematic, structured approach. It identifies and eliminates non-value added activities in the patient care process, enabling quality care to flow more effectively. The typical lean event occurs over a span of 5 days. After two to three days of observation, data gathering and brainstorming, the team implements solutions by day four and measures the success on day five.

Do-It-Groups (DIGs)
DIGs were originally designed to resolve staff issues quickly and effectively, but our new DIGs are now guided by trained facilitators from our staff to enhance the process and gain more significant results. The framework is designed for quickly resolving problems and taking advantage of opportunities within a 30 day period. This methodology has proven itself to be a great compliment to Six Sigma and Lean Methodologies by identifying other issues needing alternate improvement efforts.

Our organization has demonstrated commitment to service excellence by allocating two full-time Master Black Belt positions in Quality Resource Management in order to organize, lead, serve as resource for teams, and continuously monitor results of all process improvement projects. Successful implementation and continuous deployment of Six Sigma, LEAN and DIG projects have been instrumental in transforming our culture. Through these process improvement initiatives, Thibodaux Regional has been able to produce outstanding results and consistently achieve excellence in hospital settings.