Improving My Care Overview

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Ira Clarke
8 years ago
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1 Improving My Care Overview Presented by Prof. Philip Choo Chairman, Medical Board Tan Tock Seng Hospital My Care will benefit my work My Care will benefit patients My Care basic tools are easy to use 1

Hospital My Care will benefit my work My Care will

2 Burning Platform for Change? Eliminating Bottlenecks - Acute care patients, 80% of admissions stem from emergency patients - High No-Shows - Discharging patients to step-down care facilities The Challenge to us - Eliminating duplication, gaps and flaws in our internal processes - Optimising the whole system for better integration of patient care 2

patients - High No-Shows - Discharging patients to step-down care facilities The

3 Burning Platform for Change? Ageing Population - By 2030, 1 in 5 Singaporeans will be over 65 years old - TTSH has the largest percentage of subsidized & elderly patients - Need more beds and resources to cope with high workload The Challenge to us - Increased Demands for Healthcare Facilities & Manpower 3

TTSH has the largest percentage of subsidized & elderly patients - Need more

4 Burning Platform for Change? Rising Sophistication & Expectations of Patients - More affluent (generally) - More health-conscious - Better educated & Informed - Choose the Hospital they want to use for their medical care The Challenge to us - Establishing a dynamic patient flow system Information Clinical assessment Clinical decision Investigations Admission Treatment Discharge Patients 4

health-conscious - Better educated & Informed - Choose the Hospital they want to use for their

5 What is My Care Long term focus on Quality, Cost, Delivery, Safety and Morale (Safety first) Uses the manufacturing philosophy of shortening the time between the customer order and the product build / shipment by eliminating sources of waste. Total Efficiency Vs. Individual Efficiency 5

the time between the customer order and the product build / shipment by

6 What is My Care 8 Categories of Waste - DOWNTIME Defects Over Production Waiting Not Utilizing Staff Ideas Transportation Inventories Motion Extra Processes - Medication errors, blood redraw - Unused printed results, Unnecessary labs/visit - People, machine idle time - Nurses making appointments - Material movement to temporary locations - Excess stored supplies - Unnecessary staff movement - Repeat collection of data, retesting 6

results, Unnecessary labs/visit - People, machine idle time - Nurses making appointments - Material movement

7 What is My Care Continuous Elimination of Process Waste Need Value Adding 90 % Non Value Adding 10% Outcome Improvement will be more likely succeed by focussing on & removing the non-value added activities (waste) vs trying to improve the value adding element 7

be more likely succeed by focussing on & removing the non-value

8 Core of My Care Sequential tools to eliminate waste Need 90 % Non Value Adding 10% Value Adding Continuous elimination of waste Outcome 1. 6S 2. Visual Management 3. One Patient Flow 4.Standardize 5. Pull 6. PDSA/ PDCA Design work area based on patient s process flow Using visual aids to communicate sustained improvement One patient at a time in each process step; Small Batches Every staff practices the best adopted standards. Pull starts from processes downstream Problem solving technique 7. Daily Improvement Board Continuous improvement 8

PDSA/ PDCA Design work area based on patient s process flow Using visual aids to communicate sustained improvement One patient at a time

9 Power of My Care Black Belt Six Sigma Project Typical Company Approach to Problem Solving X Funct.Project Rapid Process Imprv. (Kaizen) Event 9

10 Real Power of My Care Management Kaizen Individual Kaizen My Care Approach: Focus and Leverage Cross Kaizen Team Kaizen Event Expectation: quick solutions from the floor. Many people solving many problems! 10

Kaizen Team Kaizen Event Expectation: quick

Handbook 1 5S - Handbook 2 5S - Handbook 3 Case Studies Case Studies Visual Management What are the primary reasons for the improve ment?

11 Core of My Care 6 S 6S is a systematic way of creating a safe, clean & orderly workplace and keeping it that way Get rid of what s not needed 5S - Handbook Sort Set-in-Order Shine Standardize Sustain Kaizen Books Case Studies Organize what belongs FREQUENT FREQUENT USE USE SELDOM USE DISCARD 5S - Handbook 1 5S - Handbook 2 5S - Handbook 3 Case Studies Case Studies Visual Management What are the primary reasons for the improve ment? Make 12 Dec 2007 work area safe What are the primary reasons for the improve ment? Clean up, see & solve problems Keep It Up (audit & insist) Assign tasks, track visually 11

12 Core of My Care - Visual Management Visual cue for additional counters to speed up registration at clinics Color lines indicate correct position to return COWs after use 12

13 One by One Patient Flow A Process, where the Target Object moves quickly from one value adding activity to another without interruption by any of the 8 types of waste. 13

14 Success Status Action Taken Review Root Cause Area for Improvement Core of My Care - Daily Improvement Area for Improvement Sticky Pad Daily Improvement Board Area for Improvement Sticky Pad Area for Improvement Sticky Pad For staff use: For staff use: Area for Improvement Sticky Pad Area for Improvement Department Area for Improvement Sticky Pad Solutions Benefit Ask, Why did the issue happen? At least 5 times till you find the root cause. Ask, Why did the issue happen? At least 5 times till you find the root cause. Ask, Why did the issue happen? At least 5 times till you find the root cause. Patient Safety Cost Saving Ask, Why did the issue Value-added Ask, Why to did customer the issue happen? At least 5 times till you find the root cause. happen? At least 5 Name times till you find the Date root cause. Just Do-It 4 Implemente d on Implementor Assigned 3 6S Inter- Dept Inter- Dept Rapid Improvement Event 6S 1 Area for Improveme nt Reviewed Root Causes 2 Just Do-It 4 Implemente d on Implementor Assigned 3 Inter- Dept Rapid Improvement Event 6S 1 Area for Improveme nt Reviewed Root Causes 2 Just Do-It Inter- Dept 4 Implemente d on Implementor Assigned 3 Rapid Improvement Event 6S 1 Area for Improveme nt Reviewed Root Causes 2 Just Do-It Inter- Dept 4 Implemente d on Implementor Assigned 3 6S Area for Improveme nt Reviewed Root Causes Root Causes Just- Rapid For manager Do-It use: Improvement Event 2 Implemente d on Implementor Assigned 3 Rapid Improvemen t Event Area for Improveme nt Reviewed Root Causes 2 14

At least 5 times till you find the root cause. Ask, Why did the issue happen? At least 5 times till you find the root cause.

Introduction to Lean Healthcare

Introduction to Lean Healthcare Presented by: Steve Lockwood, CITEC Business Advisor / Lean June 2013 1 What is Lean Lean Enterprise is a systematic approach to identifying and eliminating waste (non-value-added