In this blog posting I’m
going to shift gears from the norm and talk about how the continuous
improvement methods I have discussed here can work in a medical
environment. Part of the reason for
shifting gears is that on Monday I will be traveling to Chicago to lead an
improvement engagement for a hospital. When
you think about it, being in a hospital atmosphere is really not much different
than being in a manufacturing setting.
The patients, for example, are what goes through the various hospital
processes. The patient enters the
hospital, let’s say via the emergency room, is then observed by a doctor for
symptoms, has tests run to verify what the symptoms might be suggesting, the
treatment plan is created and executed and the patient is discharged or is
admitted to the hospital. The bottom
line here is that improvement is the focus.
That is, the doctor wants the patient to improve.
If you were to create a
high-level process map of what takes place in a hospital scenario, it might look
something like Figure 1:
This scenario is really not
much different than what you might see in manufacturing setting, so doesn’t it
make sense that those same tools and techniques for improving the process might
work here? Let’s add some estimated times
to each of the process steps above and see what we see in Figure 2.
Figure 2
Let’s assume we are
interested in speeding up the process for admitting the patient to the hospital
or whether we treat and release the patient from the ER. Which process step is the system constraint or
maybe I should ask it this way, “Which process step would you focus your
improvement effort on to improve throughput through the ER? Clearly, the most significant amount of time in
Figure 2 would be the time waiting for the test results to come back so the
decision as to whether the patient is treated and released or admitted into the
hospital can be made.
So in this very simple
example we see that identifying the system constraint and then focusing our
improvement effort there, and only there, yields the greatest opportunity for
improvement, even in a hospital environment.
Like I’ve said many times in this blog, one of the reasons many Lean Six
Sigma initiatives are failing is because there is a seemingly maniacal approach
that says fix everything when in reality, finding and focusing on the system
constraint is the most effective. It’s
why I named my blog Focus and Leverage!
Bob Sproull
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