Driving Quality to the Next Level
With the current healthcare challenges we are facing, it is essential to
have a plan to survive and thrive in an uncertain environment to remain
a leading healthcare provider. Thibodaux Regional Medical Center is fortunate
to already have several performance improvement tools in which to build
upon as we strive to become a true Lean Organization.
The most rewarding outcome to a Lean Organization is the ability to “work
smarter, not harder”. Our Call to Action includes development of
a plan to further enhance our culture of continuous performance improvement
by fostering knowledge of methodologies & personal accountability
for all team members.
To significantly enhance our culture of “Lean Thinking” by driving
knowledge of methodologies, fostering
leadership and developing & establishing
personal accountability for all team members
Creating a Culture of Lean Thinking
The first step is to define what it means to be a true Lean Organization.
Understands customer value and focuses on key processes to
continuously increase value - understanding what our customers want
Provides value to the customer through a perfect value creation process that has
Requires development of
all team members
Provides a way to
do more with less (effort, equipment, time, & space), while meeting customers’
Driving Lean Thinking into all levels of the organization is essential
for our continued success in healthcare. We have continued to develop
our Executives, Department Directors, and Front Line Managers in performance
improvement knowledge and skills.
We have more than
100 team members trained to serve as Lean Leaders. Having front line staff involved in applying Lean concepts is essential
for a Lean Organization to optimize results. Growing & renewing our
key leaders is an essential strategy for achieving high quality clinical
outcomes in a cost effective manner.
Driving knowledge of adaptive leadership and care transformation into the
medical staff is essential for a synergistic approach to performance improvement
where the patient is the center of the IHI Triple Aim.
We have partnered with key physicians to provide education on leadership,
waste in medicine and quality improvement. Fifteen physicians have attended
and graduated from an Accelerated Practices Program on leadership and
quality improvement. Additionally 45 physicians participate on teams and
are knowledgeable on Care Transformation and using process improvement
to remove waste, decrease cost and increase the quality of care delivered
to our patients.
Achievements with Lean Thinking
- 76% reduction in the time for a nurse to start an IV by creating “IV
Start Kits” with all needed supplies.
- 31% reduction in time from glucose testing to a patient receiving insulin
- 96% reduction in time for a patient to get to the Cardiac Cath Lab when
experiencing a heart attack
- 67% reduction in distanced traveled for a Med Tech to process stat blood
work resulting in faster results
- 96% improvement in eliminating rework for staff by ensuring each patient’s
chart is complete upon arrival in Medical Records for filing
- 88% improvement on accuracy of ordering supplies needed for providing patient care
- 91% on-time starts for scheduled procedures which eliminates delays for
all other cases
- 30% less deliveries required by staff while maintaining clean linen supplies
on all units
All improvements result in more timely administration of patient care!
What Does This Mean For You?
- Achieving perfection in healthcare would result in an environment that is:
- Defect free – processes designed to avoid errors
- Individualized – flexible in order to meet your unique needs
- Timely – services delivered without delays
- Efficient – ability to work smarter
- Safe – excellent care provided in a perfect environment
All of these elements of an ideal healthcare system are synonymous with
removing waste from a process. A Culture of Lean Thinking can help to
achieve these ideal situations.