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Using Six Sigma in a Hospital

Using Six Sigma in a Hospital. Kim Legendre, MBA Director of Planning & Development Thibodaux Regional Medical Center. About Thibodaux Regional. 149 bed acute care facility Specialty Services Include: Cardiovascular, Neuro, Oncology, Rehabilitation, Women’s Services

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Using Six Sigma in a Hospital

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  1. Using Six Sigma in a Hospital Kim Legendre, MBA Director of Planning & Development Thibodaux Regional Medical Center

  2. About Thibodaux Regional • 149 bed acute care facility • Specialty Services Include: Cardiovascular, Neuro, Oncology, Rehabilitation, Women’s Services • Located in Southeast Louisiana • Not-for-Profit, Hospital Service District • Ranked in Top 1 Percentile by Press Ganey for IP and OP hospital services

  3. Focusing on a Vision • Why are we here? • Where are we going? • How do we get there? • Greg Stock, CEO, Thibodaux Regional Medical Center

  4. How Do We Get There? • “At Thibodaux Regional Medical Center, we want to be clearly recognized as ‘best in class.’ By making Six Sigma a way of life at Thibodaux, we believe we will be able to perform far beyond the level of ordinary healthcare organizations.” • Greg Stock, CEO • Thibodaux Regional Medical Center

  5. How Projects Were Selected • Alignment with Strategic Plan • Based upon 5 areas of focus • People • Service • Quality • Cost • Growth

  6. Current 6 Sigma Projects • Accounts Receivable • Cath Lab Scheduling • Radiology Turn-Around • Medication Management • ER Patient Satisfaction • ACU Patient Satisfaction

  7. Values of Six Sigma • Genuine Focus on the Customer • Data- and Fact-driven Management • Proactive Management • Planning for Perfection, not just striving • Empowers employees

  8. Values of Six Sigma • Eliminates rework & hidden factories • Leaders held responsible & accountable • Systematic methodology that can be repeated in various settings • Working better -- not harder • Learning to do more with less resources

  9. AR Project • Importance to Patient • Resources for patient care, technology & equipment • Reducing patient financial liability & hassles

  10. AR Project Successes • Quantified avoidable denials • Reduced DNFB accounts to lowest point in over 3 years ($3.3M - $1.4M) • Identified “offenders” • Quantified which DRGs & MDCs have greatest impact in terms of $ and days • Identified contracts needing attention

  11. AR Project Successes • Changed the way staff viewed & analyzed work processes • Enhanced staff communications • Created staff accountability by clearly defining & measuring objectives • Supports productivity & performance • Recognized true star employees by measuring performance, not perception

  12. Nat. Avg. 71.0 Days

  13. Monetary Impact

  14. Summary • Application in many industries including healthcare • Proven process that can help healthcare providers excel in increasing hostile environment • Reduces risks in decision making because results are proven before action is taken

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