Use of Kaizen in the Re-design of an Emergency Department
The skinny on the ED redesign
Presentation Code: VS5-02
Value Stream: VS5 - Performance
Day & Time: Tuesday, Oct 25, 2011 - 10:30 AM
Length: 1 hour, 10 minutes
Patients deserve the best and most efficient care we can give them when they visit the Emergency Department (ED) of our medical center. That is why Loyola University Medical Center's design team used Lean methodologies to identify and reduce Waste when it redesigned its Emergency Department. Lean methodologies allowed Loyola Medical to put a consistent process in place to measure and promote progress while redesigning its Emergency Department and making its Emergency Department far more successful.
Loyola Medical wanted to create a positive environment, a seamless patient flow and a safe patient experience. In order to achieve this, Loyola Medical's design team included the ED leadership and frontline staff, its Operational Excellence team, its construction team and its architects. The training methodologies also involved education in Lean principles, spaghetti diagrams, Value Stream Mapping, 3P Planning, process and preparation, and try-storming (actual physical setup to evaluate planning strategies related to space).
The results were impressive. Implementing Lean principles allowed the work to be completed in just 12 weeks. The Emergency Department's redesign reduced non-value added walking by 86% for nurses, 76% for technicians and 52% for physicians. And the redesign allowed the Emergency Department to be 38% more productive. But most important of all, it gives our patients the service they deserve.
In this presentation:
- Hear why Loyola University Medical Center used Lean to redesign its Emergency Department.
- Learn how Loyola Medical was able to identify and reduce Waste.
- Find out how Loyola Medical implemented a consistent process to measure and promote progress.
- Hear about the Lean methodologies Loyola Medical implemented to achieve success.
- Find out about the significant successes Loyola Medical was able to achieve.
- Take home ideas and knowledge you can use to make your business more successful.
Loyola University Health System / University of Chicago Medical Center
Loyola University Health System (Loyola) is a nationally recognized leader in providing health care and in conducting groundbreaking research to treat heart disease, cancer, organ transplantation and neurological disorders. Loyola University Medical Center (LUMC) is the core of Loyola and one of the nation's leading academic medical centers.
Amid all the technology and skill that is brought to bear against diseases, disorders and traumas, at Loyola you will find nurses, physicians and other clinical staff whose commitment to treating you first as a person remains intact. This extra measure of compassion is a unique phenomenon and an integral part of the mission of Loyola University Health System. It is also part of our promise to you: to go beyond the illness to treat your whole person.
Loyola is an 801-licensed-bed institution that includes the Loyola University Medical Center campus (and its Cardinal Bernardin Cancer Center, the Ronald McDonald Children's Hospital of Loyola, Burn/Trauma Center, and Center for Heart & Vascular Medicine) and the 36-acre Gottlieb Hospital campus in Melrose Park. Loyola features an exclusive network of specialty and primary care centers in Chicago's western and southwestern suburbs. Primary care facilities are located in Darien, Elmhurst, Hickory Hills, Homer Glen, LaGrange Park, Maywood, North Riverside, Oakbrook Terrace, Oak Park, Orland Park and Wheaton.
Working at Loyola is more than a career; it's a calling.
Michelle Ruther, Emergency Department Nurse Manager
Michelle M. Ruther, RN, MSN, TNS, began her education at Morton College and received a degree in Nursing in 2004 and in Business Management in 2005. She also received a Master's in Health Systems Management from Loyola University Chicago in 2011.
Michelle was a Staff Nurse in the Loyola University Medical Center Emergency Department from 2004 to 2010, when she was promoted to Emergency Nurse Manager. Michelle co-led the Emergency Department expansion and renovation project using Lean principles and co-chaired a committee with the University Health System Consortium (UHC) for the Emergency Department benchmarking study related to throughput. Patient satisfaction scores have greatly improved as a result of Michelle's hard work and the dedication of her and her staff.
Greg Horner, Director of Operational Excellence
As Director of Operational Excellence at the University of Chicago Medical Center, Greg Horner is leading transformational change and utilizing Lean principles to improve the staff and patient experience.
Greg is an ASQ certified Six Sigma Black Belt and a student of the Toyota Production System (TPS). He has studied TPS under a first generation Sensei from Toyota, including learning the proper use of 3P and Standard Work. Greg is a certified systems engineer and database administrator and has earned a Master's degree in Enterprise Improvement and Innovation from DePaul University.
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