lean six sigma: optimizing patient throughput & increasing patient satisfaction
TRANSCRIPT
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Division of Vascular & Endovascular Surgery
Optimizing Patient Throughput & Increasing Patient Satisfaction:
Lean Six Sigma
Christopher M. Banoub, MPA
Certified Lean & Six Sigma Green BeltDivision Administrator
Vascular & Endovascular SurgeryNYU Langone Medical Center
Christina Veith, BA
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Division of Vascular & Endovascular Surgery
Financial Disclosure
None
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Division of Vascular & Endovascular Surgery
Defining Lean Six Sigma
I. Leano Analysis and streamlining of processeso Break down process’ steps into
• Value-Add• Non-Value-Add
o Value Stream Mappingo Current (Broken) State vs. Future (Repaired) Stateo Collect data on chosen endpoints
II. Six Sigmao Repeatabilityo Expectations = Outcomeso Cost reductiono Quantitative measures
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Lean + Six Sigma = Lean Six Sigma
Division of Vascular & Endovascular Surgery
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Lean + Six Sigma = Lean Six Sigma
Division of Vascular & Endovascular Surgery
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Division of Vascular & Endovascular Surgery
Current (Broken) State Observations
I. Patient Experienceo Visit Length: 90-210 minuteso Repeatedly undress and dresso Not aware of financial responsibility
• Cancellations• Poor collection rate (68%)
o Difficulty with phone access (1,600 voicemails per month)
II. Practiceo 8-week lead time to book venous procedureso Maximum 12 cases per 10.5 hour dayo Wasted time on paper charts (EMR)
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Division of Vascular & Endovascular Surgery
Future (Repaired) State
I. Patient Experienceo Roomed once, undress onceo Ultrasound machines in each exam roomo Aware of financial responsibility during schedulingo ACD Phone System
II. Practiceo Electronic tracking of insurance submissions
• Allows for more accurate lead time analysiso Maximum 16 cases per 8 hour dayo Use of EMR (no paper)
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Division of Vascular & Endovascular Surgery
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Division of Vascular & Endovascular Surgery
Endpointso Total Visit Length
o Copay Collection Rate
o Procedure Lead Time
o Patient & Staff Steps
o Call Abandon Rate
o Voicemails Left
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Division of Vascular & Endovascular Surgery
Results
Sep-13
Oct-13
Nov-13
Dec-13
Jan-1
4
Feb-14
Mar-14
Apr-14
May-14
Jun-1
4Ju
l-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-1
5
Feb-15
Mar-15
Apr-15
May-15
Jun-1
5Ju
l-15
Aug-15
40
45
50
55
60
65
70
75
80
85
90
95
R² = 0.332415477531862
Average Visit Time (min)Implementation
Current (Broken) State Future (Repaired) State90-210 minutes 70 minutes
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Division of Vascular & Endovascular Surgery
Results
Sep-13
Oct-13
Nov-13
Dec-13
Jan-1
4
Feb-14
Mar-14
Apr-14
May-14
Jun-1
4Ju
l-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-1
5
Feb-15
Mar-15
Apr-15
May-15
Jun-1
5Ju
l-15
Aug-15
40
45
50
55
60
65
70
75
80
85
90
95
100R² = 0.775144054994543
Copay Collection Rate
Current (Broken) State Future (Repaired) State68% Collection Rate 92% Collection Rate
Implementation
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Division of Vascular & Endovascular Surgery
Results
Current (Broken) State Future (Repaired) State8-week Lead Time 13-day Lead Time
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Division of Vascular & Endovascular Surgery
Current State Future State
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Division of Vascular & Endovascular Surgery
Current State Future State
Current (Broken) Future (Repaired)Staff 350 steps 125 steps
Staff Time Spent Walking: ~ 12 minutes ~ 4 minutes
This is a ~ 64% reduction in staff movement per patient
Patient movement reduced from 210 steps to 50 steps.
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Division of Vascular & Endovascular Surgery
Results
Calls Received Per Week: 800
Average Abandon Rate: 1%
Voicemails Per Month: 4
Annual Savings: $101,000 (2 FTEs)
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Division of Vascular & Endovascular Surgery
Conclusions
I. Application of Lean Six Sigma tools in venous practice can increase:o Revenueo Patient Throughputo Patient Satisfactiono Staff Retention Rate
II. Lean Six Sigma improves process efficiency for venous practice
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