Lean in Healthcare Applying Lean Tools to Healthcare Design
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Lean in HealthcareApplying Lean Tools to Healthcare Design
• Bachelor of ArchitecturePhiladelphia University
• Bachelor of Science, Interior DesignPhiladelphia University
EDUCATION
CERTIFICATIONS• AIA• Lean Six Sigma Black Belt• Lean Green Belt
JONATHAN BykowskiPrincipal & Practice Leader, Continuous Improvement
• Master of Engineering, Healthcare Systems EngineeringLehigh University
• Bachelor of Arts, ArchitectureLehigh University
EDUCATION
CERTIFICATES• Lean Bronze Knowledge, SME
LAURA SilvoyHealthcare Systems Engineer, Associate
We are problem solvers.Not problem identifiers.
provides a way to do more with less, create new work and deliver value as defined by the customer.
LEAN It’s not just for Toyotas, or Hospitals, or everyone but Architects.
Case Study: Laser Spine Institute
THE PROBLEM
28,000 SF
Solution
• We can design flexible spaces to support future growth
• We can save money by building 8 flexible rooms instead of 12 single-purpose rooms
WOULD IT WORK?
Design Validation LOGN(1.5, 0.736)
Case Study: Northeast Academic Children’s Clinic
THE PROBLEM
Combine three separate clinics
1N Surgery 7N Genetics 7C GI
Requests• Maximize number of
exam rooms• Maximize waiting space• Dedicated space for
each clinic
Design Analysis SPACE UTILIZATION
Scheduled Appointment
Time
Scheduled Appointment
Time(50% Volume Increase)
+/- 10 Minute Appointment
Time
+/- 10 Minute Appointment
Time(50% Volume Increase)
Average patients seen each day 31 59 31 59Rooms in use at 9:36 AM on Day 1 3 10 3 5Maximum number of rooms used at same time on Day 1
8 15 10 15
Average waiting room utilization 44% 79% 50% 83%Average maximum registration queue length
1.3 2.6 1 2.8
Average maximum check out queue length
1.6 5.1 1.1 2.6
NameTotal
EntriesAverage Time Per Entry
(Min)Maximum Contents
Waiting Room 3446.6 18.5 29.2Patient Exam 1 470.5 33.3 1Patient Exam 10 341.6 37.2 1Patient Exam 13 335.4 40.8 1Patient Exam 11 334 37.6 1Patient Exam 2 331.9 33.0 1Patient Exam 12 297.7 46.5 1Patient Exam 9 230.5 38.8 1
NameTotal
EntriesAverage Time Per Entry
(Min)Maximum Contents
Waiting Room 3440 6.6 29.7Patient Exam 1 496.4 47.1 1Patient Exam 2 464.6 46.5 1Patient Exam 3 417.1 47.0 1Patient Exam 4 363.9 48.9 1Patient Exam 5 320 48.5 1Patient Exam 6 270.2 48.3 1Patient Exam 7 228.3 47.6 1
Scheduled Appointment
Duration for 31 Patients
Scheduled Appointment
Duration for 59 Patients
Rooms Dedicated to Specific Clinic
Rooms Shared Among All Clinics
Solution• 14 exam rooms• Reduce waiting space• Add staff lounge
Case Study: Mid-Atlantic Academic Children’s Emergency Department
THE PROBLEM
Minimize ED waiting timeImprove patient experience
Acuity Count Percentage1 - Resuscitation 607 1.47%2 - Emergent 3,986 9.64%3 - Two+ Resources 12,547 30.35%4 - One Resource 18,979 45.91%5 - No Resources 5,221 12.63%Total 41,340 100%Data taken from 1/1/14 thru 6/30/14
Process Step Value Add (min)Security N/ARegistration/Triage 3 minutesAssessment 7 minutes
TimeArrivals per
Hour12 AM -- 7 AM 27 AM -- 11 AM 1011 AM -- 2 PM 152 PM -- 4 PM 104 PM -- 8 PM 208 PM -- 10 PM 1010 PM -- 12 AM 5
Average Process Step Duration
Estimated Arrival Rate
Patient Acuity DistributionData Provided by Hospital Lean Department
Data Conjectured by Array
Process Step Distribution (min)
SecurityTriangular (1.5, 2, 3)
minutesRegistration/Triage/Assess
Triangular (8, 10, 15) minutes
Estimated Process Step Distributions
Data Analysis
Simulation
7 triage rooms2 security desk positions
Data-Driven Decisions
• Quick registration at security• Vitals only during triage• Assessment in room
Out of 42,000
Solution• 5 triage rooms• 3 security desk
positions• 56 private
treatment rooms• <.08% of Patients
wait longer than 5 minutes for triage
We don’t have to know the answer.
Related Documents
