Lean Six Sigma Projects

• Patients and caregivers were unsure when a patient's room was clean if they were not in the room at the time of cleaning, which increased the number of calls to the Environmental Services (EVS) department or the switchboard operator


• This was also a question on the Hospital Consumer Assessment of Healthcare Provides and Systems (HCAHPS) survey (always being aware of the cleanliness of your room)


• The Thank You Cards were a visual signal (poke yoke) that informed the patients that his/her room was clean while they were getting a scan, treatment, etc. The card also had the name of the housekeeper who cleaned the room as well as a heart-shaped chocolate (safe for diabetics as well)


• The project reduced the number of calls EVS received questioning the status of the room

• This project changed the cradle devices used while a simulation was performed to a Vac-Lok^TM device that conformed to the patient's position within 30 seconds (compared to 5 minutes) and was reusable


• This change decreased set up time, reduced product waste and increased efficiency of patient simulation


• These new devices were a cost savings of $41,750 over a three year period by reducing product waste; however, the most important outcome was that it increased patient comfort while a simulation was performed, in addition, it provides a more accurate reading for technicians


• This project exemplifies the benefits of continuously applying problem solving tools learned in the A3 Performance Improvement^SM class through observations and finding solutions

• Providing quality care to our patients and being receptive to patient and caregiver needs are essential to delivering the CTCA Mother Standard^® of care. Donna, Paul, Colleen and Maureen noticed that Nurses and Patient Care Technicians spent additional time walking to gather supplies to treat patients, thereby decreasing the amount of time spent with patients. They wanted to optimize their time to be more responsive to patient needs–one of the CTCA Values by decreasing patient wait time


• By recording which supplies were used most frequently, they were able to perform a 5S activity to centrally locate the supplies used most often. This project saved 4 hours per day for nurses, having an overall impact of 1,460 hours per year saved (soft savings of $47,620)


• The results showed that there was less time spent in motion to gather supplies therefore providing more one-on-one patient time


• The team plans to continue to work on post graduate projects by expanding the project to additional inpatient floors


• This project utilized three (5S, Cellular Layout, and Poke Yoke) of the seven Lean tools learned in the A3 class and exemplifies how various tools can initiate and sustain more efficient processes

• During the busy lunch rush there was not an effective system for the Patient Service Representatives (PSR) to communicate add-on orders. If a patient's blood sugar was low and they requested an orange juice as an add-on order, the orange juice may have been missed while completing the order, this caused the patient to wait for food or drinks ordered after their initial order


• A visual communication system was put in place for the Culinary Team, which increased efficiency and reduced the amount of missed add-on orders


• Each cart was designated for a floor. If a call came through Culinary and an add-on order was placed, the PSR located the cart for the patient's floor and wrote the add-on order with the patient's room number. The PSR delivering the food checked the dry erase board for any add-ons, and retrieved the add-ons prior to delivering the food


• This board served as an effective visual management tool and poke yoke (error-proofing)