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Application of Lean Thinking to Health Care
Development of the“Michigan Quality System”
at the U of M Health System
John E. Billi, M.D.Associate Dean for Clinical Affairs, Medical SchoolAssociate Vice President for Medical AffairsUniversity of [email protected]://sitemaker.umich.edu/jbillihttp://med.umich.edu/i/mqs/
MQS:
Quality
Safety
Efficiency
Appropriateness
Burning Platform in Healthcare
• The key is to change before the flames start• The gaps at UMHS:
– Quality: Not all diabetic patients on statins, aspirin– Safety: Still have wrong site surgery– Efficiency: Days waiting for a PICC IV line; nurse
shortage– Appropriateness: generic rate around 55%
• Bottlenecks at UMHS:– Budgeted 4% activity increase, but only have 0.8%
available bed capacity– OR shortage led to elimination of storage and doctor
workstations
• Stress of overwork (muri):– Physicians, nurses, clerks running faster– Payments dropping
Crossing the Quality ChasmIOM’s 6 Aims of Health Care
Health care should be:• Safe• Effective• Patient-centered• Timely• Efficient• Equitable - not vary due to gender,
ethnicity, geography, socioeconomic statusSource: Crossing the Quality Chasm: A New Health System for the 21st Century, Institute of Medicine, National Academy of Sciences, 2000.
Crossing the Quality Chasm 10 Rules
1. Care based on continuous healing relationships 2. Customized based on needs and values, choice and preference 3. Patient as source of control 4. Shared knowledge and free flow of information
Patients - their own information & medical knowledge 5. Evidence-based decision making 6. Safety as a system property 7. Transparency - consumers and employers data on systems
(safety, evidence-based practice, satisfaction) 8. Anticipation of needs 9. Continuous decrease in waste (the apparent target of “Lean”)10. Cooperation among clinicians (coordination)
Source: Crossing the Quality Chasm: A New Health System for the 21st Century, Institute of Medicine, National Academy of Sciences, 2000.
What is Lean in Health Care?
“The endless transformation of waste into value from the customer’s perspective”.
Womack and Jones, Lean Thinking
Lean in Health Care?• Can healthcare use:
- the Toyota Production System - product development - production- supplier management - customer support- planning
-to transform waste into value?• Can a health system use:
- fewer inputs (time, human effort, materials) - than traditional care process - to produce a wide variety of “products” - with fewer “defects” more quickly
with less stress?• Lean is not about working harder or faster, it is
about finding waste and transforming it into value our customers want.
Lean = MeanLean = Mean
• or downsizing or outsourcing or working harder…
• The Toyota Production System (TPS)– Transform waste to optimize value creation
• Lean Thinking and the Lean Enterprise– Rethink our entire business– Based on what we do that provides value to
our customers
What is “lean production”? What is “lean production”?
Source: John Shook
The 5 Steps of LeanCan Work in Healthcare
• Specify value from customer’s perspective• Identify the value stream for each
product, and remove the waste• Make value flow without interruptions
from beginning to end• Let the customer pull value from our
process• Pursue perfection
– continuous improvement– Do this every day in all our activities
Source: Womack & Jones: Lean Thinking
The clinic appointment• You call the clinic, go through 3 voice prompts, are
put on hold, and leave a message• The clerk calls you back and sets a date in 3 weeks• You arrive for the visit, check in, sit in waiting
room• You are called into the exam room, wait for doctor• The doctor sees you, saying she’s been waiting for
you to arrive; diagnoses a URI, and BP is worse• The doctor prints an antibiotic prescription, goes
to the staffroom to get it. You are allergic to that drug.
• You wait to pick up the prescriptions.• The doctor says she wants to see you back in a
week, no appointment is available.• The MA does an EKG.
The 5 Principles of Lean Work• Specify value from customer’s perspective
– A quick clinic visit• Identify the value stream for each product, and
remove the waste– Time on hold, callbacks, walking
• Make value flow without interruptions from beginning to end– No waiting
• Let the customer pull value from the process– Pull the appointment when you want it
• Pursue perfection– continuous improvement
– Every clerk, doctor and nurse works to redesign for better value to the customer
Understanding the Root Causes of Waste
The simple Toyota approach1. Go and see2. Analyze the situation3. Use one piece flow and problem alerts
(andon) to surface the problems (detect abnormal immediately)
4. Ask “Why?” 5 times– Uncovers the root causes of waste and error,
not the symptoms– Avoids blame – another form of waste (5
“whos”)– GM: “will not accept, build, or ship a defect”
From Liker. The Toyota Way
Lean Tools Are Needed in Health Care
• Standard work – 4 ways lab results get to me• Pull systems – no signal (kanban) when OR ready• One piece flow – 36 step process to make an
orthopedic appointment – PT = 27 min., LT = 23 days;- All patients arrive at 8AM
• Visual workplace – each exam room has forms in different colored, opaque folders – common ones gone
• Cellular layout – ORs are mirror images – half wrong• Multi-process (cross-trained) operators – RN clean OR• Iterative questions (5 “whys”) – patient left without
being seen in ER, due to long wait, due to long stay patient, due to lack of inpatient bed, due to gap in discharge planning…
• Andon cord – “Stop the Line” in surgery
Are Lean Tools Needed in University Operations?
• Standard work – Does each DPS staff follow clearly written standard ops, that they wrote?
• Pull systems – Can staff pull repairs or supplies JIT?• One piece flow – Do budget or capital requests
proceed without stopping through campus approval?• Visual workplace – Can managers and workers tell at
a glance how work flows, current status, problems?• Cellular layout – Have we laid out workplace for
maximum efficiency, or did it evolve?• Multi-process (cross-trained) operators – DPS/OSEH?• Iterative questions (5 “whys”) – UM sued, due to
ankle injury from visitor tripping, due to a broken step that staff stepped over for a month, due to no easy way to report repair needs and to backlog of repairs
• Andon cord – How do I report water on parking stairs?
Clinical Examples of “Right Every Time”
• Stephen Spear: Learning to Lead at Toyota– Design and specify process steps well– Embed testing in work: immediately signals a problem has
occurred. “Tell normal from abnormal right now” (Toyota President Cho)
– Improve work close to problem occurrences in time, place, process and person.
• Spear: catheter-related sepsis – a lot of little things:– No sink, no soap, no sanitizer, no doormat reminder or buzzer– Gloves missing, wrong size, old and rip, on other side of patient– 92% of nurses faced with impediments constructed ad hoc
workarounds• Laryngoscope that detects misplaced tube, signals the
operator, and downloads to QI lead• CPR chest cover gives immediate feedback on hand
position, depth, ventilation rate and depth, and stores for QI
• Paul O’Neill – know everything that went wrong, every day
Fixing Health Care From Inside, Today – Steven Spear
• Work is designed as a series of ongoing experiments that immediately reveal problems
• Problems are addressed immediately through rapid experimentation
• Solutions are disseminated adaptively through collaborative experimentation
• People at all levels of the organization are taught to become experimentalists
Cost Reduction Through The Elimination of Muda (Waste or Non-Value Added)Cost Reduction Through The Elimination of Muda (Waste or Non-Value Added)Cost Reduction Through The Elimination of Muda (Waste or Non-Value Added)Cost Reduction Through The Elimination of Muda (Waste or Non-Value Added)
Leveled Production (Heijunka)Leveled Production (Heijunka)Leveled Production (Heijunka)Leveled Production (Heijunka)Leveled Production (Heijunka)Leveled Production (Heijunka)
JUST IN TIMEJUST IN TIME
Operate with the Operate with the minimumminimum resource resource required to required to consistentlyconsistentlydeliver deliver
•• JustJust what is needed.what is needed.•• In In justjust the required the required
amount.amount.•• JustJust where it is where it is
needed.needed.•• JustJust when it is neededwhen it is needed.
JUST IN TIMEJUST IN TIME
Operate with the Operate with the minimumminimum resource resource required to required to consistentlyconsistentlydeliver deliver
•• JustJust what is needed.what is needed.•• In In justjust the required the required
amount.amount.•• JustJust where it is where it is
needed.needed.•• JustJust when it is neededwhen it is needed.
JidokaJidoka
OneOne--byby--one confirmation one confirmation to to detectdetect abnormalities.abnormalities.
StopStop andand respond respond to to every abnormality.every abnormality.
Separate machine work Separate machine work from human work. from human work.
Enable machines to Enable machines to detectdetect abnormalities and abnormalities and stopstop autonomously.autonomously.
JidokaJidoka
OneOne--byby--one confirmation one confirmation to to detectdetect abnormalities.abnormalities.
StopStop andand respond respond to to every abnormality.every abnormality.
Separate machine work Separate machine work from human work. from human work.
Enable machines to Enable machines to detectdetect abnormalities and abnormalities and stopstop autonomously.autonomously.
Pull SystemPull SystemProductionProduction
One Piece Flow
Production
Takt TimeProduction
AndonAndonOperational Operational AvailabilityAvailability
Standard Work in Process
StandardWork
Materials
MachinesMachines
People
Park Nicollet Production System
Park Nicollet Production System
To care for people the right wayTo care for people the right way
Park Nicollet Production System
Park Nicollet Production System
To care for people the right wayTo care for people the right way
Source: Mike Kaupa, Park Nicollet
How is Health Care Similar to Manufacturing?
• Process dependence• Huge variability, often unjustified
– Aversion to standardization• Pressure to innovate and use new
technology• Need for high reliability systems
(patient safety leaders learn from airlines, nuclear power industry)
• Lack of embedded testing– No “instant awareness of every error”
• Trillion dollar industry• Continuous Quality Improvement orientation
What Advantages Does Lean in Health Care Have
Over Manufacturing?• We expect change: new treatments, drugs, devices • We have scientific literature to guide us • We accept standardization in research protocols • We (mostly) accept standardizing treatment of
common conditions:– “evidence-based medicine” and practice guidelines
• We accept standardization to improve patient safety
• We use root cause analysis in safety and quality• We are working on transparency to improve safety• We have external pressures for efficiency, safety
and quality– Pay for performance– Public reporting
Use Lean tools to transform waste into value from the customer’s
perspective. Is There Waste (Muda) in Health
Care?• Defects in products• Overproduction of
goods• Inventories of goods
awaiting future processing or consumption
• Unnecessary movement of workers
• Overprocessing
• Unnecessary transport of goods
• Waiting(for process equipment to finish or on an upstream activity)
• Design of goods and services which do not meet users’ needs
Do the Eight Forms of Waste Make Sense in University Operations
Overproduction/Production of Unwanted Products:
Material Movement and Worker Motion:
Waiting:
Over-processing:
Inventory:
First Time Quality Problems: Defects requiring correction:
Wasted Creativity of Employees:
Eight Forms of Waste in Healthcare
Overproduction and Production of Unwanted Products: The most important form of waste – leads to all the others.
• Any health care service that does not add value to the patient
• Antibiotics for respiratory infections• CT screening for coronary disease• Medication given early, testing and treatment done
ahead of time to suit staff schedules and equipment use
• Appropriateness – the key dimension of QI in health!Material Movement: • Moving patients, meds, specimens, samples,
equipmentWorker Motion: • Searching for patients, meds, charts, supplies,
paperwork• Long clinic halls• No printer in exam room for prescriptions, patient
education
Adapted From Long, Mersereau, Billi
Eight Forms of Waste of Healthcare
Waiting:• ER staff waiting for admission, can’t see next
patient• Waiting for test results, records, information • Nurse waits for med, blood draw, transport, OR
cleaningOver-processing: • Bed moves, retesting, repeat paperwork, repeat
registration, multiple consent forms, logging requests
Inventory: • Bed assignments, pharmacy stock, lab supplies,
specimens awaiting analysis• Patient waiting for anything – tests, visits,
discharge, phone cuesCorrection of defects: • Medication errors, wrong patient, wrong procedure,
missing or incomplete information, blood re-draws, misdirected results, wrong bills
Adapted From Long, Mersereau, Billi
Genesis ofLean Thinking at UMHS
1. Why Lean?2. “Michigan Quality System”
concept3. GM Agreement4. Two tracks:
• Model lines• Internal awareness and training
programs
5. Coordination across UMHS units
Why Lean?• Best way to:
– Transform waste into value – Reduce errors and quality problems– Decrease our stress
• Defines value from the customer’s perspective
• Focuses on processes that add value• Helps us improve our way of doing work by
understanding the root causes of waste• A learning approach
– “Work as learning”– Not just process improvement
• Aligns the organization from top to bottom• Includes philosophy, people, problem-solving
Principles of the Toyota Way- Jeff Liker
14 Principles in 4 Categories • Philosophy (1)• Process (7)• People (3)• Problem solving (3)
Source: Liker: The Toyota Way
“Michigan Quality System” MQS Concept
• Create– a health system-wide – consistent approach – to quality and process improvement – adapting the principles of the Toyota Way– building on CQI base
• Incorporate 4 goals of Michigan Value :– Quality – Safety– Efficiency– Appropriateness
Perceived (and Real) Barriers to Application of Lean in Health
Care• (Add your barriers here)• • • • • • • •
Perceived (and Real) Barriers to Application of Lean in Health
Care• “Just the Management Flavor of the Month –
this too shall pass.”– Must show it is a learning approach, not just some projects
• “We’ve done well, why change?” “The autos had to do it”– Lack of a burning platform/overriding reason to change
(national v. personal)• “Let each unit choose QI process it finds most useful.”
– Some see no value in uniform QI approach; miss the synergy• “Who can lead this?”
– Lack of expertise/clinical champions • “I’ll join when I see that the leaders are on board.”
– If not led from the top, many will not engage• “How much are we spending on this new program?”
– Will the “return on time invested” be there?• “A 3 day workshop??!!”
– They’ll spend 3 days over 3 years and not change anything
Perceived (and Real) Barriers to Application of Lean in Health
Care• “Is this cost cutting disguised as QI?”
– The term Lean is misunderstood– 1990s CEP (Cost Effectiveness Program) = lay offs
• “I can’t do this on top of my day job.”– Isolated projects will not change the corporate culture –
it will never become management’s job• I can’t risk my area’s performance to optimize the
whole product line throughput– Accountability, teams, and incentives must cross silos
and levels of the organization– Evaluation of middle management must match corporate
goals – The Peace Health example
• “Creativity is our most important asset – standard work will stifle creativity.”– Can you innovate if you have not first standardized???– Do you want your cardiologist innovating or giving you
statins and aspirin?
Perceived (and Some Real?) Barriers to Application of Lean
in Health Care
OR,
People are not automobiles…
Michigan Quality System: The Value Proposition
• Uniform process improvement across UMHS – Across missions: education, research,
clinical/service• med students in clinic flow
– Across goals: - Quality - Efficiency- Safety - AppropriatenessA VSM created to improve “efficiency” can be used to improve
“safety” (root cause analysis following an adverse event)
– Spread to adjacent areas: merging projects• ED => Radiology => OR
– Training synergy• Transferability of training received for one project when
working on other projects
Model Line Projects
• What are they? Why use them? – Institutional examples of lean in
healthcare– Proof of concept at UMHS– Can expand upstream, downstream and
laterally• Why not train all managers first?
– We Learn Lean By Doing– Training long before use is less valuable– “Learn-do-reflect-discuss” cycle of a
learning organization
Model Line Sequence- through the 3 d workshop
phase• Vascular access – “Right line at the right
time”– Delayed discharge, cross silo (nursing,
MD, radiology)– Results: PICCs placed
•w/i 12h – up 43% •w/i 24h – up 40%•% needing Interventional Radiology
cut by 46%
Model Line Sequence- through the 3 d workshop
phase• Orthopedic consult – from request to scheduling
– Chronic problem, delayed appointments, frustrated referring physicians/patients/orthopedists
– Results: • Pre project process time = 27 min; waiting
time = 23 days• Post project MedSport = 89% of appointments
made on first call (2.5 min)• Radiation oncology scheduling and treatment
planning– Results:
• 54% treatment begins day of call (goal was 48h) for brain metastases
Model Line Sequence- through the workshop phase
• Orders Management Project (CPOE) – Medication management end-to-end– Redesign new workflow when
implementing new information technology
– High institutional visibility and impact
• Emergency Department – Patient flow (a series of projects for patient journey)
Model Line Sequence- through the workshop phase
• Operating Rooms– Sinus, otology (“decision to incision”)– Scheduling OR, missing consents, pre-
op, right site confirmation, delay in surgeon start
– Redesign before we move to new Ambulatory Surgery Center
• Faculty appointment, credentialing, insurance enrollment
• Care transition – Discharge planning, tracking before RV
Model Line Projectsunderway/planned
• Radiology and Lab – Misdirected results (ordering clinician does not receive report)
• Scheduled admissions• Wound care• CT scheduling and throughput• Institutional Review Board
ClinicED Radiology OR Admitting Transition Planning
PICC
A UMHS Patient
Patient Journey
ClinicED Radiology OR Admitting Transition Planning
PICC
Orders Management Project
UMHS Lean “Model Line” Projects
IdealPatientFlow
CT Scheduling and Reporting
OrthoScheduling
ENTCases
Vascular Access:Order to LinePlacement
Patient Journey
Care Transition
Wound Care
Misdirected Results
Sched.Admits
Determining Scope is Not Easy
– Emergency Department:• Idealized patient flow?• Chest pain patients?• Observation patients?• Patients needing CT scan or MRI?• Patients waiting for inpatient beds?• Patients needing consults?• Non-acute patients – in the wrong place?
– Operating Rooms• Admission Day Procedure patients?
– with one day length of stay (LOS)• All sinus surgery?
– Including clinic phase?• All cases to be moved to new ambulatory surgery
center?• Room turnover?
PICC order written in patient’s chart
PICC nurse travels to patient unit
Locate chart and confirm order
Locate and confirm patient
Notify patient of procedure
Obtain patient consent
Review labs & previous records for contraindications /
Assess need for PICC
Place PICC
Review VAS history. Review Care Web for meds, allergies, dx, care plan, location
Order CXR (includes order routing, transport, imaging, Radiologist read, MD request for adjustment )
Complete documentation in Mediserve and VAS web site.
VAS nurse
P/T:
W/T:FTQ: 100%
VAS nurse
P/T: 5 min
W/T: 1 min
FTQ: 100%
VAS nurse
P/T: 3 min
W/T: 2 min
FTQ: 80%
VAS nurse
P/T: 8 min
W/T: 0 min
FTQ: 90%
VAS nurse
P/T: 3 min
W/T: 1 min
FTQ: 85%
VAS nurse
P/T: 2 min
W/T: 0 min
FTQ: 93%
VAS nurse
P/T: 30 min
W/T:
FTQ: 78%
VAS nurse
P/T: 5 min
W/T:FTQ: 78%
VAS nurse
P/T: 5 min
W/T:
FTQ: 100%
VAS nurse
P/T: 2 min
W/T: 1 min
FTQ: 98%
To IR queueTo IR queue
To IR queue
Referral entered into VAS website
Results posted to VAS website
PICC Current State Map – V.A.S. (Part 1)
For patients with hx of IR
PICCs For patients with
inaccessible veins
PICC Nurse unable to
insert PICC
For PICCs requiring adjustment
14 hour delay if no order
4-14 hr delay if patient not
in room
4-18 hr delay if patient has concern
2-12 hr delay if patient won’t
consent
12-36 hr delay if change in
patient status or hold per
service request
5 min – 5 hrs
Up to 1 hr delay if at the end of VAS nurse shift, battery dies,
etc.
Up to 2 hr delay if tube lines full and can’t send
order
Total process
P/T: 63 min
W/T: 39-97 hr
FTQ: 34%
1. Determine that case should be referred to I.R. Set ‘transfer to IR flag’ on web
2. Complete transfer info in VAS web. Note any lab issues / sedation / …
3. Decide whether PICCs can be done today
4. When IR room becomes available, determine priority of patient for PICC
5. Contact Floor/unit to determine patient status & notify of time for PICC placement
6. Request transport via page (or SWAT via phone– only 7a-9p)
7. Patient arrives in IR holding area / IR room
9. PICC line placed.
VAS nurse
P/T:
W/T:
FTQ:
VAS nurse
P/T:
W/T:
FTQ:
Primary MD
P/T:
W/T:
FTQ:
Transport
P/T: 30 min
W/T:
FTQ:
PA / Fellow
P/T: 45-60 min
W/T:
FTQ:
Lead tech / RN
P/T: 1 min
W/T:
FTQ:
IR Lead tech
P/T: 2-5 min
W/T:
FTQ: 50%
IR Lead tech
P/T: 1 min
W/T:
FTQ:
From VAS queue
PICC Current State Map – I.R. (Part 2)
Results posted on VAS website
8. Obtain consent (pediatrics, if anesthesia needed)
Tech
P/T: 10-15 min
W/T:
FTQ:
Tech
10. Room turnover / clean up.
P/T: 20-30 min
W/T:
FTQ: 100%
Total process
P/T:
W/T:
FTQ:
PICC order written in patient’s chart
PICC nurse travels to patient unit
Locate chart and confirm order
Locate and confirm patient
Notify patient of procedure
Obtain patient consent
Review labs & previous records for contraindications /
Assess need for PICC
Place PICC
Review VAS history. Review Care Web for meds, allergies, dx, care plan, location
Order CXR (includes order routing, transport, imaging, Radiologist read, MD request for adjustment )
Complete documentation in Mediserve and VAS web site.
To IR queueTo IR queue
Referral entered into VAS website
Results posted to VAS website
PICC Brainstorms – V.A.S.
For patients with hx of IR
PICCs
For patients with
inaccessible veins
PICC Nurse unable to
insert PICC
For PICCs requiring adjustment5 min – 5 hrs
To IR queue
Dr. order form should include what (diagnosis) pt is being treated for, what meds/ therapy & for how long
Have a VAS nurse available as a float to assist where needed prn…
VAS Web; link to radiologist, a.) to be a list for them of pts needing assessment of PICC placement, b.) to let them send result to VAS alert of needed adjustments or if PICC OK to use
VAS room for PICC placement; Modeled after current out patient program, which has proven to be both efficient & cost effective. (a.) pts would be scheduled, (b.) they would come to a clean, aseptic environment (vs. less than pristine room & bed…= decreased infection rate). (c.) line is placed, checked, adjusted if needed all in one time frame/ visit. (d.) when pr returns to floor line is ready for use. (e.) PICC nurse would still work floors, especially ICUs for pts unable to be scheduled in “VAS PICC Clinic”
Get rid of d/c pending
Have one dedicated to dc pending person & another for pending work
On VAS website let MD know PICC is done
Have the VAS website order = physician order
Just take the laptop & go (not enough laptops – people individually resistant to change)
Have someone from central dispatching call the floor clerk to ensure order is in place
Have a lesser skilled person go ahead and scout out these things before the skilled PICC nurse arrives
VAS website to have MD attest to order in chart
VAS website info (absolute & relative contraindications)
Bedside side should be always be assessed & not auto-referred to Angio unless pts name is recognized
Scout person
Have the frequent flyer patients looked at first to get them off the list
Angio won’t place line if INR > 2
Look into what cut-off is for INR
CDC guidelines on infection
Have a lesser skilled person go ahead
Have floor nurses be aware & coordinate pts’ appointments
PICC nurses work on 1 floor at a time
Schedule pts and have pts come to you
Central scheduling online so people can see where pt is going (perhaps with CPOE) – 6A especially gone to PT/OT
RN, MD, clerk on floor give pt a handout on PICC line placement and have pt or guardian initial paper
Scout person
Was the patient informed to start? (In ICU it’s inferred)
Maybe have 2nd VAS website PICC nurse info page to get consent in advance
Sometimes physician can get consent
VAS to have access to look at digitized cxr, like a monitor in our office so we can access cxr to visualize malpositioned lines to decide appropriate adjustment
Minimize ping-pong effect
Navion study magnet guided light tract – there’s a flip side that sometimes it needs to be adjusted
What % is re-adjusted?
Have ready supply carts / trays (model = Anesthesiology trays are all the same)
Schedule pts to come into the PICC nurse so pt is all ready to go at that time. Model from outpatient. But someone needs to have the prepared material, order, consent, labs, etc.
Establish need for PICC
Physician
P/T: 15 min
W/T: 30 minFTQ: 100%
Results posted to VAS website
PICC Future State Map TOTAL PROCESSVAS only w/ IR
P/T: 165-170 min 260-275 min
W/T: 7-10 hr 8.5-11.5 hr
FTQ: 88% 86%
Write / place PICC order
Check order & schedule. Confirm on VAS website
Physician
P/T: 5 min
W/T: 10 minFTQ: 100%
Asst. Personnel
P/T: 45 min
W/T: 1-4 hrFTQ: 98%
Assess / place PICC line. Complete documentation
VAS Nurse
P/T: 60 min
W/T: 15 minFTQ: 100%
Order chest x-ray (fax order, copy made by CXR)
VAS Nurse
P/T: 5 min
W/T: 5 minFTQ: 100%
Contact floor clerk to schedule
X-ray clerk
P/T: 5 min
W/T: --FTQ: 100%
Transport patient to CXR
Pt transport
P/T: 10-15 min
W/T: 5 minFTQ: 100%
X-Ray digitally completed
X-ray tech
P/T: 10 min
W/T: ---FTQ: 100%
Page PICC to adjust as necessary
1700 RadP/T: 10 min
W/T: 30 minFTQ: 90%
Check website 3 times daily
Lead tech
P/T: 5 min
W/T: --FTQ: 100%
Contact floor clerk to schedule into designated slots
IR clerk
P/T: 10-15 min
W/T: --FTQ: 100%
Clerk completes check-off list
IR clerk
P/T: --
W/T: --FTQ: 100%
Talk with floor nurse re: patient status
IR Nurse
P/T: 10 min
W/T: 30 minFTQ: 90%
Transport patient to IR
Pt transport
P/T: 10-15 min
W/T: 5 minFTQ: 100%
Assess / place PICC line. Complete documentation
IR PA / fellow
P/T: 60 min
W/T: 10 minFTQ: 98%
For PICCs requiring adjustment
VAS notified
VAS RN
notified
Assessment
Patient education
General PICC consent, incl.
Fluoro
Narrow criteria at onset
RL / RT Standard orders
E-signature
Error-proofing
order
Pre-program fax #
VAST education for
access
Phys AssistantDedicated Lead-lined PICC room
Increase current room utilization
hours
OR / Procedure checklist
W/T: 60 min W/T:
45 minW/T: 5-10 min
W/T: 2 hr
W/T: 10 min
W/T: 30 min
W/T: 5 min
W/T: 15 min
W/T: 30 min
Current State Value Stream MapInternal Medicine Clinic
General Medicine Outpatient
WaitingRm
ExamRm
3/23/2005
Patient
Page 1
PatientClinicPhysician
Scheduled Appointment
SchedulingSystem
EWS
Daily Schedule
ICheck
intoClinic
Clerk
Front Desk
Printforms &labels
ClerkFront Desk
Checkvitals &blood
pressure
MACentral OR
Checkout ofClinic
Clerk
Front Desk
FinalizePlan
HO
Exam Rm
StaffCase
HOStaff Rm
Attending
Fill outRequisi-
tionForm
HO
Exam Rm
PhysicianVisit
HO
Exam Rm
IPostRouter
MA
Staff Rm
Place Ptin Room
MAExam Rm
MA & PtMA & Pt MA HO HO HO +/-Attending
Patient
Called in Appt
Next RV Appt
Prof BillingSystem
IDX
Billing
Router, Labels,PSL, Pt Notes
RequisitionForm
RequisitionForm
6 HO & 2 Attending each shift (½ day)5 RV + 1 NP per HO per shift
1 RV / 30 min1 NP / 60 min
Router Form
P/T= 2 minW/T=R/T=FTQ= 99%
P/T= 2 minW/T=R/T=FTQ= 90%
P/T= 3 minW/T=R/T=FTQ= 95%
P/T= 1 minW/T=R/T=FTQ=100%
P/T= 1 minW/T=R/T=FTQ=100%
P/T=15 minW/T=R/T=FTQ=100%
P/T= 2 minW/T=R/T=FTQ= 75%
P/T=10 minW/T=R/T=FTQ=100%
P/T=10 minW/T=R/T=FTQ=100%
P/T= 5 minW/T=R/T=FTQ= 95%
Forms & Empty Rm
2 min 2 min
20 min 1 min
3 min
2 min
2 min
1 min
1 min
10 min 1 min
15 min 2 min
2 min
10 min
1 min
10 min
2 min
5 min
My Inbox
CareWeb
IN
Printed Hard Copies
ReviewResults
HOClinic
Patient
Communicatewith
Patient
MAClinic
DevelopPlan
HOClinic
QUEUE
Pt Notification
Post or E-Mail
3/23/2005
Page 2
Fax
Tubed
CollectResults
MA
Office
P/T= minW/T=R/T=FTQ=%
OrganizeResults
HO
Staff Rm
P/T= minW/T=R/T=FTQ=%
P/T= minW/T=R/T=FTQ=%
P/T= minW/T=R/T=FTQ=%
Application Folder
I
I
I
I
Current State Value Stream MapInternal Medicine Clinic
General Medicine Outpatient
Pathology
Pathnet
Radiology
RIS
Tot =
Tot =
I I
P/T= minW/T=R/T=FTQ=%
Orthopaedics MedSport Current State Map
Wednesday March 16, 2005 - Page 1
D R A F T - Orthopaedic Surgery MedSport - Current State Map
Summary
Total Processing Time : 11 31 minutes
Total Waiting Time: 1 - 36 days
% Complete and Accurate: %
Metrics
P/T: Processing Time
W/T: Wait Time
% C & A: % Complete and Accurate
Wait time (day)
Process Time (sec)
Mapping Icons
In
~~~ Service
Patient
Ref. Phys.Pt / ATC
Data Box
Information
OutsideSource
In Box(Queue)
ProcessStep
Wait Time
Phone
Fax
5 min 10 min
0 - 3 d0 - 1 d
P/T: 5 min
W/T: 0-3 days
C&A: 100%
Call Ctr.
In
~~~Receipt &InspectRequest
P/T: 1 min
W/T: 0 days
C&A: 98%
Physician
In
~~~ClinicalReview
P/T: 3 min
W/T:0-3 days
C&A: 100%
Call Ctr. Sctry.
In
~~~TransportAppointment
Request
P/T: 2 min
W/T: 0-3 days
C&A: 95%
Ref. Coord.
In
~~~Business/ClinicalReview
P/T: 10 min
W/T: 0-14 days
C&A: 5%
Call Ctr.
In
~~~Re-workRequest
P/T: 1 min
W/T: 0 days
C&A: 98%
Ref. Coord.
In
~~~Denial/PriorSetting
P/T: 3 min
W/T: 0 days
C&A: 100%
Sctry.
In
~~~TransportAppointment
Request
P/T: 1 min
W/T: 0-1 days
C&A: 100%
Front Desk
Mail Itinary
P/T: 5 min
W/T: 0-1 days
C&A: 100%
Call Ctr.
In
~~~Scheduleand/or Notify
6 Requests28 Requests 6 Requests 6 Requests 28 Requests 30 Requests 29 Requests
1 - 14 d0 - 1 d
2 min
0 - 1 d0 - 3 d
3 min
0 - 1 d1 - 7 d
1 min
0 - 1 d
3 min
0 - 1 d
1 min
0 - 1 d
5 min
0 - 1 d0 - 1 d
1 min
0 - 1 d
Appeals
2 Rqsts2 Rqsts
Requests 30/Day
OPNotes
PhysicianNotes
Imaging
2 Rqsts
Lost Req1 Req
Orthopaedics Taubman Current State Map
Wednesday March 16, 2005 - Page 1
D R A F T - Orthopaedic Surgery Taubman Center (Adult) - Current State Map
Summary
Total Processing Time : 10 - 58 min (Avg. 34 min)
Total Waiting Time: 4 - 60 days (Avg. 32 days)
% Complete and Accurate: 44%
Fax
Phone
Email fromPatient
Referral SnailMail
Email fromPhysician
Walk-in
5%
10%
20%
53%
5%
7%
In
~~~
Receipt EachPhysician’sSecretary
ReceiptMedSport
Receipt S.Main
ReceiptTaubman
Receipt of Request
P/T: 3 sec - 2 min
W/T: 1 - 7 days
C&A: 95%
65/Day
InspectionRole
P/T: 5 min
W/T: 1 - 5 days
C&A: 80% RequestsCompleted
Metrics
P/T: Processing Time
W/T: Wait Time
% C & A: % Complete and Accurate
Wait time (day)
4
62
3
Process Time (sec)
Mapping Icons
In
~~~
Payer
Imaging
Other AuxlServices
Inspection of Requestfor Completeness,
Payer Appropriateness,Demographics, Clinical
Info.
Triage toServices
P/T: 1 min
W/T: 1 day
C&A: 100%Distributed toServices
PhysicianReview &
Decision toSee
In
~~~In
~~~
15% re-triaged
Tumor
Trauma
Spine
MedSportNon-Op
MedSport
Joints
Hand/Arm
Foot/Ankle
P/T: 1 - 40 min
W/T: 0 - 21 day
C&A: 85%AppropriatelyDistributed
AppointmentScheduling w/
Discourse
AppointmentScheduling
Input
P/T: 1 - 5 min
W/T: 1 - 21 day
C&A: 95% ActuallyScheduled
Service
85% of Peds &10% of Adults
YES 90%Who
WhereWhen
NotificationEmail
NotificationPhone
UMHSPhyisician
Patient
ExternalPhysician
Intra-Dpt.
OutsideOrtho
E D
UMHSPhyisician
Patient
ExternalPhysician
Intra-Dpt.
OutsideOrtho
E D
NotificationMail
P/T: 2 - 5 min
W/T: 0 - 5 day
C&A: 80%Satisfaction w/Time& Date
In
~~~
Denial to See10%
Data Box
Information
OutsideSource
In Box(Queue)
ProcessStep
Wait Time
300
1
60
10.5
1,230
11
180
2.5
210
20% of scheduledappointments areunaccepable to
patient. Rescheduled
Orthopaedics Future State Map
Thursday March 17, 2005 - Page 1
D R A F T - Orthopaedic Surgery - Future State Map
Summary
Fast Track Slow Track
Total Processing Time : 6- 11 min 8 - 13 min
Total Waiting Time: 0 - 1 min 1 - 7 days
Lead Time: 6 - 12 min 1 - 7 days
% Complete and Accurate: 95% 85%
Metrics
P/T: Processing Time
W/T: Wait Time
% C & A: % Complete and Accurate
ConsultRequest
Guidelines onthe Web
BusinessReview
Ref. Phys.
OutsideOrtho
OPNotesED
Patient
Phone
Input byphone only.Faxes and
emails will befunneled to
phoneprocess
Clinic ReviewSchedule
AppointmentAppointment
Requirements
ItineraryPrinted &
Mailed
Entry Criteria
||||||||||||||||||||||||||||
Call Center Staff
Contact Schedule ReminderScheduling Patient Appointment:
StandardWork
3-5 Days Pre-Arrival Call
StandardWork
PatientRef. Phys.Pt / ATC
90%
LL
FailedRequests
areRedirected
Fast Track
2nd ReviewRotatingDesignee
10%
Slow Track - Exception Process
P/T: 6 - 11 min
W/T: 0 -1 min
C&A: 95%
P/T: 8 - 13 min
W/T: 1 - 7 days
C&A: 85%
Fast Track Slow Track
Mapping Icons
In
~~~ Service
Data Box
Information
OutsideSource
In Box(Queue)
ProcessStep
Wait Time LLLearningLoop
MQS Training Development
• Goal: Build training for wide application of lean thinking to projects and daily problem solving in UMHS
• Levels: – General awareness: orientation, new manager, senior
manager– Just In Time: Team member – Coach training through graded responsibility, tool training
• Long Term Goal: – Managers understand their job is to optimize the value
stream map of their product line– Employees understand their job is to identify immediately
when something goes wrong and help solve the root cause
Issues for Discussion How do we…
• create a blame-free, responsible culture - to learn from every error, every day?
• get all to use the same tools for QI?• coordinate improvement efforts?• move beyond “projects” to “every day”?• choose where to start?
• Are patients are interested?• What is the leader’s role in a Lean
Organization?
Issue: blame free culture
Where there is an error, there is the opportunity to learn and improve. – Learn from every error, every day– How to create a blame-free, responsible
enterprise? – The 5 why’s, not the 5 who’s– “The goal is prevention”. Jim Bajian, VA
Chief of Patient Safety– Respect the workers: thanks for what
you’ve done
Issue: one improvement model
How do you encourage wide acceptance of one philosophy and set of tools for quality and process improvement to allow synergy across projects?– Cross-silo or cross-department improvement– Value Stream Map for improved efficiency also can
be used to improve patient safety– Med Education projects in clinical areas– “Clinical research – clinical flow” interface
• A Learning Approach, not just a process improvement model
• 4P Model (Jeff Liker)– Problem solving– People and partners– Process– Philosophy
Issue: coordinate improvement
How best to coordinate across your groups with Process Improvement expertise and resources?
For example, UMHS has:– CQIP (Hospital’s QI program)– Program and Operations Analysis– Chief of Staff office/Safety/Risk
Management– Faculty Group Practice– Ambulatory Care– Departmental expertise– Health Services Research faculty
Issue: beyond “projects” to every day
“Value stream improvement is management’s responsibility”. (Rother & Shook)
How can you facilitate “value stream management” as the way that managers view their role?
• Value Stream Map high level product lines• “Projects” merge into daily management• Require current and future state value stream
maps for all capital, IT, space requests– Park Nicollet: no request for resources without proof
of working at tact time, leveling, and other TPS metrics
• Embed facilitators in units (1-3% of workforce?)
Issue: where to start?
• Do we start at top (leaders), at middle (middle management), or at bottom (front line workers)? – Wherever you start, the problem will be at another level.– Plan on all levels
• Do you change culture first or do projects first?– “Easier to act your way to a new way of thinking than to
think your way to a new way of acting” (John Shook) – “Culture = education, training, rewards” (Jeff Liker)– Culture arises from management reacting to
actions/behaviors– Are learners or risk-takers rewarded, encouraged,
tolerated, or discouraged?– Are silo-protectors rewarded, encouraged, tolerated, or
discouraged?
Issue: are patients ready?
• Will the public flock to high reliability health care as they have to high reliability auto manufacturers? (like JD Power)
• Can we guarantee that no one loses his/her job as we improve?– “Transforming waste into value”
• v. “Eliminating waste”• High market demand – expert staff shortage
– “No job loss” commitment essential to Lean• Who would create a Future State Value Stream Map
with their job eliminated?• Requires management of personnel issues first
Lean Transformation“Management has to understand that its role
is to see the overall flow, develop a vision of an improved, lean flow for the future and lead its implementation. You can’t delegate it. You can ask the front line to work on eliminating waste but only management has the perspective to see the total flow as it cuts across departmental and functional boundaries”.
Learning to See. Rother and Shook
• Leader as - Problem Solver- Teacher - Servant- Mentor - Coach
Thoughts and Feedback?
• • • •
Additional Materials
• Some Lean terms• References• Liker’s 14 Principles of the Toyota Way• UMHS Model Line Project selection
process and steps• Value Stream Mapping information• Waste categories• Full report on one model line project
(PICC)
Lean Terms
• Jidoka – designed not to pass on a defect; really “machines working for people”
• Poka-yoke – error proofing – forcing functions of built-in quality, designed not to build a defect
• JIT – Just In Time, for pull systems• Andon Cord – to correct the error and its root cause
in real time; if needed, to “stop the line”• Andon Board – tracks “down time” by cause• Kaizen – continuous improvement, or “burst”• Sensei – teacher or master• Muda – waste • Muri – waste of stress, leads to Karoshi (death from
overwork)• Heijunka – leveling the workload • Kanban – signal for pulling work
References
• UMHS Lean Website: www.med.umich.edu/i/mqs• Liker J. The Toyota Way.• Womack J and Jones D. Lean Thinking.• Rother M and Shook J. Learning to See.• Marchwinski C and Shook J, eds. Lean Lexicon.• Spear S. Fixing Health Care from the Inside, Today.
Harvard Business Review. Sept 2005• Spear S. Learning to Lead at Toyota. Harvard
Business Review. May 2004 • Spear S, et al. Decoding the DNA of the Toyota
Production System. Harvard Business Review. Sept 1999
14 Principles of the Toyota WayCan Work in Healthcare
14 Principles in 4 Major Categories • Philosophy• Process• People• Problem solving
Source: Liker: The Toyota Way
Principles of the Toyota Way
• Philosophy– Base management decisions on long
term philosophy, even at the expense of short term goals• Generate value for the customer, society,
and economy
Source: Liker: The Toyota Way
Principles of the Toyota Way
• Process– Create continuous flow to surface
problems– Use pull to avoid overproduction– Level the workload (heijunka)– Build the culture of stopping to fix
problems, quality right the first time• Machines serving people (jidoka)• Signals for stopped flow (andon)
Source: Liker: The Toyota Way
Principles of the Toyota Way
• Process, continued– Make standard work
• If an improvement works, make it the new std
– Use visual controls so no problems are hidden
– Use only reliable, thoroughly tested technology that serves your people and processes
Source: Liker: The Toyota Way
Principles of the Toyota Way
• People– Grow leaders that understand the work,
live the philosophy, and teach it to others
– Develop exceptional people and teams who follow the philosophy
– Respect extended network and challenge suppliers to improve
Source: Liker: The Toyota Way
Principles of the Toyota Way
• Problem solving– Go and see (the workplace - gemba)
• Solve problems by going to the source to personally observe and verify data
– Make decisions slowly, by consensus; implement rapidly• Discuss with all affected people
(nemawashi)
– Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)
Source: Liker: The Toyota Way
Model Line ProjectSelection Process
Criteria:• Institutional priority/visibility• Potential for creating an exemplar • Opportunity to expand upstream,
downstream, sideways • Opportunity for improvement – gaps
– access/waits/bottlenecks, financial, satisfaction, errors
• Process dependence• Existence of a “clinical champion”• A defined process, with a start and stop, and
an owner. It has SIPOC– Suppliers, Inputs, Process, Outputs, and
Customers
Model Line ProjectSelection Process
Selection:• Selection of Areas:
– Prioritization Committee (hospital COO, CFO, CON, COS; FGP Exec Med Dir)
• Project leads: Determine scope, participants and timing
• Decision panel: All the leaders who need to approve the Future State Value Stream Map
Model Line Project Flow• Select area: institution leaders (CEOs, COOs)• Select project leads: MQS leaders• Determine actual project, scope, team
members, timing: Project Leads• Pre workshop scoping: Project Leads,
facilitators• Three day workshop model (one of many options)
– Day 1: Decision Panel charge, learn Lean & Current State Value
Stream Map on their data– Day 2: Future State Value Stream Map,
Decision Panel approval– Day 3: Implementation plan, barriers,
Decision Panel approval
Learning to Seeby Rother and
Shooka guide to value stream mapping
Using the Value Stream Mapping Tool
Understanding how things currently operate. This is the foundation for the future state
Value Stream Scope
Designing a lean flow through the application of lean principles
Current State Drawing
Implementation Plan
Determine the Value Stream to be improved
The goal of mapping! Implementation of Improved Plan
Future State Drawing
Developing a detailed plan of implementation to support objectives (what, who, when)
Sta
nd
ard
ize
for
late
r im
pro
vem
ent
From John Long
Value Stream Mapping
• Make work visible• Understand work flow• Measure process performance in terms of
cost, service, and quality• Redesign process to meet specific
business objectives• Use Lean tools to achieve the redesigned
process
Drawing a Value Stream Map to
Achieve Future State Goals • Is process-time too long? • Is wait-time too long? • Is lead-time (process plus wait-time) too long?
– Can each be reduced? – If so, by how much? – How would you draw your map to meet this time
goal?
• Is overall quality (% complete and accurate) acceptable? Is there too much rework?– Can quality be improved and rework reduced? – If so, by how much? – How would you draw your map to meet this future
state goal?
Source: John Long, M.D., Lean Concepts, LLC
Future State Design Questions
• What are customer requirements? • Where and how will you trigger or
sequence work? • How will you establish rhythm or
milestones to pace the work (pitch)?• How will you make work flow smoothly? • How will you make work progress,
delays, and problems visible? • What process improvements are
necessary?
Source: John Long, M.D., Lean Concepts, LLC
Waste in Health Care ImpactsQuality, Safety, Efficiency &
AppropriatenessQuality and
Safety• Defects in
products
Appropriateness
• Design of goods and services which do not meet users’ needs
Efficiency• Overproduction of goods • Inventories of goods awaiting
future processing or consumption
• Unnecessary movement of people
• Overprocessing• Unnecessary transport of goods• Waiting
(for process equipment to finish or on an upstream activity)
Eight Types of Waste in Heath Care
Waste Category
Definition Heath Care Examples
Correction Rework because of defects, low quality, errors.
Requisition form incomplete/inaccurate/illegible.Order entry error.
Overproduction Producing more, sooner, or faster than required by the next process.Inappropriate production.
Unused printed results/reports.Unnecessary labs/visit.
Motion Unnecessary staff movement (travel, searching, walking).
Walking to and from copier/office/ exam room. Searching for misplaced form/ equipment/chart.
Material Movement
Unnecessary patient or material movement.
Multiple patient/paperwork transfers.Temporary locations for supplies.
Waiting People, machine, and information idle time.
Patient in waiting room. Wait for lab results.
Inventory Information, material, or patient in queue or stock.
Patient waiting in exam room. Excess stored supplies.
Processing Redundant or unnecessary processing. Reentry of patient demographics. Repeat collection of data.
Underutilization Underutilized abilities of people. Nurses refilling Rx or making appointments.Doctors doing simple patient education.
From Elsa Mersereau
TYPES TYPES OFOF
WASTEWASTE
II
CC
OO
MMWW
PP
MM
CURRENTTHINKING
WASTE NOT DEFINEDREACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
REQUIRED THINKING
CONTINUOUS IMPROVEMENT
CorrectionCorrection
OverProduction
OverProduction
MotionMotion
MaterialMovementMaterial
Movement
WaitingWaiting
InventoryInventory
ProcessingProcessing
WASTE IS "TANGIBLE"IDENTIFY MANY SMALL OPPORTUNITIES
LEADS TO LARGE OVERALL CHANGE
GM’s Categorization of Waste
WASTEWASTE
Unreasonable-ness
Unreasonable-ness
UnevennessUnevenness
Source: GMS Training
Waste in the Current State: Causes and
CountermeasuresType of Waste
Cause(s) Countermeasure
Correction of defects and rework
Procedure information incomplete or inaccurate; 20% of scheduled, authorized procedures cancelled or rescheduled
Reduce lead-time to eliminate rescheduled or cancelled procedure (no-shows only)
Inventory Backlog of schedule, authorized procedures
Reduce wait-time.
Over-processing
Process time too long; scheduling and authorization not coupled
One-piece flow
Over-production
Procedures scheduled weeks or months in advance
Reduce lead-time to 3 days or less.
Waiting Payer authorization too slow and days after scheduling
Reduce process and wait time for pending process; 24 hr. in-patient insurance informationFrom John Long
Lean Culture Transformation
Management owns the Vision
Operators own the Vision
Learning &Launch
GoalsCommitmentLean Training
Value Stream Mapping
Current state mapFuture state map
Implementation (Kaizen Plan)
ObjectivesMethodsResponsibilitiesTimelinesReviews/checks
LeanWorkshops
Lean team trainingWorkplace organizationFlexible operations Standard/balanced workBuilt-in-qualityPull systems Load leveling
Source: John Long, M.D., Lean Concepts, LLC
Issues for Discussion
What is optimal coordination model/location within a health system for:– Ongoing training – Project management
• Selection, assignment of facilitator/coach, actual day-to-day management and coordination (especially for cross-silo projects)
• Decentralized? Give them the training and get out of the way – Departmental initiatives – Line Managers
• Troubleshoot overlapping projects – Two groups working on misdirected lab results – Lean and 6 Sigma for prescription security problem
Lean PICC Project
Jackie LapinskiSr. Management Engineer
Program & Operations Analysis
PICC Line Overview
• Special intravenous (IV) catheter used when IV therapy or antibiotics are administered for a long period of time
• Inserted primarily by Vascular Access Services nurses, at the patient’s bedside
Why Improve the PICC Line Process?
• Provide high quality patient care
• Maximize resource utilization
• Reduce long lead times
• Manage growth in volume
Purpose Statement
Streamline the PICC process end to
end in order to provide the highest
quality and efficient patient care by
providing the right line at the right
time within 24 hours of the order (or
VAS referral, for IR PICCs).
Where’s the Waste?
• Discrepancies between paper order and referral
• Pending discharge PICC orders receive priority
• Discrepancies in patient location• Patient preparedness• Delays in chest x-ray process• Lack of standardized IR scheduling
process• Lack of standardized consent
documentation
Project Schedule• Scoping session and pre-work
– SIPOC – In & out of scope– Identify participants
• 2-Day Workshop– Confirm current state– Develop future state– Develop implementation plan
• Reviews with leadership– 30, 60, 90 day post-workshop
• Ongoing monthly updates
Current State Map – VAS
PICC order written in patient’s chart
PICC nurse travels to patient unit
Locate chart and confirm order
Locate and confirm patient
Notify patient of procedure
Obtain patient consent
Review labs & previous records for contraindications /
Assess need for PICC
Place PICC
Review VAS history. Review Care Web for meds, allergies, dx, care plan, location
Order CXR (includes order routing, transport, imaging, Radiologist read, MD request for adjustment )
Complete documentation in Mediserve and VAS web site.
VAS nurse
P/T:
W/T:FTQ: 100%
VAS nurse
P/T: 5 min
W/T: 1 min
FTQ: 100%
VAS nurse
P/T: 3 min
W/T: 2 min
FTQ: 80%
VAS nurse
P/T: 8 min
W/T: 0 min
FTQ: 90%
VAS nurse
P/T: 3 min
W/T: 1 min
FTQ: 85%
VAS nurse
P/T: 2 min
W/T: 0 min
FTQ: 93%
VAS nurse
P/T: 30 min
W/T:
FTQ: 78%
VAS nurse
P/T: 5 min
W/T:FTQ: 78%
VAS nurse
P/T: 5 min
W/T:
FTQ: 100%
VAS nurse
P/T: 2 min
W/T: 1 min
FTQ: 98%
To IR queueTo IR queue
To IR queue
Referral entered into VAS website
Results posted to VAS website
For patients with hx of IR
PICCs For patients with
inaccessible veins
PICC Nurse unable to
insert PICC
For PICCs requiring adjustment
14 hour delay if no order
4-14 hr delay if patient not
in room
4-18 hr delay if patient has concern
2-12 hr delay if patient won’t
consent
12-36 hr delay if change in
patient status or hold per
service request
5 min – 5 hrs
Up to 1 hr delay if at the end of VAS nurse shift, battery dies,
etc.
Up to 2 hr delay if tube lines full and can’t send
order
Total process
P/T: 63 min
W/T: 39-97 hr
FTQ: 34%
Current State - BrainstormsPICC order written in patient’s chart
PICC nurse travels to patient unit
Locate chart and confirm order
Locate and confirm patient
Notify patient of procedure
Obtain patient consent
Review labs & previous records for contraindications /
Assess need for PICC
Place PICC
Review VAS history. Review Care Web for meds, allergies, dx, care plan, location
Order CXR (includes order routing, transport, imaging, Radiologist read, MD request for adjustment )
Complete documentation in Mediserve and VAS web site.
To IR queueTo IR queue
Referral entered into VAS website
Results posted to VAS website
For patients with hx of IR
PICCs
For patients with
inaccessible veins
PICC Nurse unable to
insert PICC
For PICCs requiring adjustment5 min – 5 hrs
To IR queue
Dr. order form should include what (diagnosis) pt is being treated for, what meds/ therapy & for how long
Have a VAS nurse available as a float to assist where needed prn…
VAS Web; link to radiologist, a.) to be a list for them of pts needing assessment of PICC placement, b.) to let them send result to VAS alert of needed adjustments or if PICC OK to use
VAS room for PICC placement;
VAS to have access to look at digitized cxr, like a monitor in our office so we can access cxr to visualize malpositioned lines to decide appropriate adjustment
Just take the laptop & go(not enough laptops -people individuallyresistant to change)
Get rid of D/C pending
Have one dedicated toDC Pending person &another for pendingwork
On VAS website let MDknow they have done it
Have the VAS websiteorder be = physicianorder per HospitalAdministration
Schedule pts andhave pts come to you
PICC nurses work on1 floor at a time
Have floor nurses beaware & coordinatepts’ appointments
Have a lesser skilledperson go ahead
Central schedulingonline so that peoplecan see where pt isgoing away (perhapswith CPOE) - 6Aespecially - gone toPT/OT
RN, MD, clerk onfloor give pt ahandout on PICCline placement andhave pt or guardianto initial
Scout person
Was the patient informedto start?
In ICU, it’s inferred
Maybe have a 2nd VASwebsite PICC nurse infopage to get consent inadvance
Sometimes physician canget consent
Scout person
Have the frequentflyer patients lookedat first to get them offthe list
Angio won’t place lineif INR > 2
Look into what thecut-off is, if there isone, if IRN is
CDC guidelines oninfection
VAS website info(absolutecontraindications,relativecontraindications)
Bedside side shouldbe always assessed& not auto-referredto Angio unless ptsname is recognized
VAS website tohave MD attestto it
Have someonefrom centraldispatching call thefloor clerk toensure order is inplace
Have a lesserskilled persongo ahead andscout out thesethings beforethe skilled PICCnurse arrrives
Have ready supply carts / trays (model =Andesthesiology trays are all the same)
Schedule pts to come in to the PICC nurse so thatpt is all ready to go at that time. Model fromoutpatient. But someone needs to have theprepared material, order, consent, labs, etc.
Minimize ping-pong effect
Navion study magnetguided light tract there’sa flip slide thatsometimes it needs tobe adjusted (see dataTBD)
What % is re-adjusted?
Future State Map - VAS
Establish need for PICC
Physician
P/T: 15 min
W/T: 30 minFTQ: 100%
Results posted to VAS website
TOTAL PROCESSVAS only w/ IR
P/T: 165-170 min 260-275 min
W/T: 7-10 hr 8.5 – 11.5 hrs
FTQ: 88% 86%
Write / place PICC order
Check order & schedule. Confirm on VAS website
Physician
P/T: 5 min
W/T: 10 minFTQ: 100%
Asst. Personnel
P/T: 45 min
W/T: 1-4 hrFTQ: 98%
Assess / place PICC line. Complete documentation
VAS Nurse
P/T: 60 min
W/T: 15 minFTQ: 100%
Order chest x-ray (fax order, copy made by CXR)
VAS Nurse
P/T: 5 min
W/T: 5 minFTQ: 100%
Contact floor clerk to schedule
X-ray clerk
P/T: 5 min
W/T: --FTQ: 100%
Transport patient to CXR
Pt transport
P/T: 10-15 min
W/T: 5 minFTQ: 100%
X-Ray digitally completed
X-ray tech
P/T: 10 min
W/T: ---FTQ: 100%
Page PICC to adjust as necessary
1700 RadP/T: 10 min
W/T: 30 minFTQ: 90%
Check website 3 times daily
Lead tech
P/T: 5 min
W/T: --FTQ: 100%
Contact floor clerk to schedule into designated slots
IR clerk
P/T: 10-15 min
W/T: --FTQ: 100%
Clerk completes check-off list
IR clerk
P/T: --
W/T: --FTQ: 100%
Talk with floor nurse re: patient status
IR Nurse
P/T: 10 min
W/T: 30 minFTQ: 90%
Transport patient to IR
Pt transport
P/T: 10-15 min
W/T: 5 minFTQ: 100%
Assess / place PICC line. Complete documentation
IR PA / fellow
P/T: 60 min
W/T: 10 minFTQ: 98%
For PICCs requiring adjustment
VAS notified
VAS RN
notified
Assessment
Patient education
General PICC consent, incl.
Fluoro
Narrow criteria at onset
RL / RT Standard orders
E-signature
Error-proofing
order
Pre-program fax #
VAST education for
access
Phys AssistantDedicated Lead-lined PICC room
Increase current room utilization
hours
OR / Procedure checklist
W/T: 60 min W/T:
45 minW/T: 5-10 min
W/T: 2 hr
W/T: 10 min
W/T: 30 min
W/T: 5 min
W/T: 15 min
W/T: 30 min
• Level schedule with designated slots for PICC placement in radiology with no bumping
• Assistive personnel ensuring completion of written order, labs, scheduling patient prior to PICC nurse traveling to the bedside
• Potential to use the electronic referral as the legal order (using e-signature)
• Potential process change to close the loop on PICC adjusts by routing that information through the VAS department, rather than the ordering physician
Bold Moves
Metric Current Estimate
From Current
State Map
Target from Future State
Map
Actual(post
implementation)60 Days
Process Time
75 minutes 166 165 min
Wait Time 24.75 hours 39-97 hr 7-10 hr
Lead TimeAvg. 26 hrs (max 290 hrs)
1-98 hr 10-13 hr Avg 16.6 hrs
FTQ 34% 34% 88%
% < 12 hours
43% 43% 85% 58%
% < 24 hours
61% 61% 100% 75%
Performance Metrics - VAS
Metric
Current Estimate
From Current
State Map
Target from Future State
Map
Actual(post
implementation)60 Days
Process Time
120 minutes 120 minutes 4.3 – 4.6 hr
Wait Time 62.5 hours 62.5 hours 8.5-11.5 hr
Lead Time64.5 hrs (392 hrs max)
64.5 hrs 4.5-15 hr Avg 42.6
FTQ 86%
% < 12 hrs (of referral from VAS)
23% 23% 85% 26%
% < 24 hrs (of referral from VAS)
49% 49% 100% 52%
Performance Metrics - I.R.