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by Ian D. Wedgwood Ph.D.
Lean Sigma: Rebuilding Capability in Healthcare
About This eBook
Title Page
Copyright Page
Praise for Lean Sigma—Rebuilding Capability in Healthcare
Dedication Page
Contents
Preface
Overview
Who This Book Is For
How to Use the Book
Acknowledgments
About the Author
1. Existing Change Models: Why the Traditional Healthcare Models Are Struggling
Traditional Change Models
Disparate Change Groups
Uncontained Change
No Standard Change Approach
Tools Focus
Reliance on Benchmarking
Changes Are Not Based on Data, Good Data, or the Right Data
Changes Made Based on Symptoms, Not Causes
Systems versus Processes
Focus on People, Not on Process
Lack of Context for Solutions
Adding versus Subtracting (Patching)
Poor Implementation
No Emphasis on Control
Management versus Leadership
Summary
2. Structuring Change: Program Infrastructure
Lean Sigma: The Program
The Steering Group
Setting the Program Direction
The Fit with Existing Initiatives
Shaping Projects
Focus on Process
Breakthrough Change
Project Tiers
Identifying Opportunities
Characterizing Projects (Preliminary Project Chartering)
Setting Goals
Prioritizing Action
Program and Project Roles
Program Tracking, Reporting, and Ongoing Management
Summary
3. Lean Sigma Roadmap: The Anatomy of a Project
Lean Sigma Project Roadmap
Define
Measure
Analyze
Improve
Control
The Lean Sigma Roadmap: Why It Works
Standardization Projects
Kaizen (Accelerated Change) Events
Summary
4. Application to Real Life: Project Case Examples
Case 1: CT Capacity and Throughput
Case 2: Reduce Discharged, Not Final Billed (DNFB)
Case 3: Radiology Denials
Case 4: Behavioral Health Discovery
Case 5: Medication Delivery
Case 6: Registration Standardization
Case 7: Inpatient Admission Standardization
Case 8: Physician Office Standardization
Case 9: Surgery Capacity and Throughput
Case 10: Emergency Department Throughput
Case 11: Inpatient Placement
Case 12: New Emergency Department Design
5. Commencing the Journey
I. Program Vision and Launch
II. Creating Program Infrastructure
III. Developing Organizational Competence
IV. Transforming Processes
V. Stabilization and Performance Management
VI. Globalization
Index
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