Lean Sigma · Rebuilding Capability in Healthcare by Wedgwood, Ian D. -- Read -- Imperial Library of Trantor

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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

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