Lean Process Improvements at Cleveland Clinic
case W87C95 Could 14, 2009
Printed by WDI Publishing, a division of the William Davidson Institute (WDI) at the College of Michigan.
©2010 Izak Duenyas. Analysis Affiliate Grace Augustine and Brian Duncan, Cleveland Clinic Medical Director of Rising Companies and College of Michigan Government MBA Alumnus, ready this case underneath the supervision of Professor Izak Duenyas.
Cleveland Clinic is one in every of America’s premier hospitals, recognized worldwide for its cardiovascular care. In 2007, the Surgical procedure Division’s Throughput Council recognized an ongoing concern that created dissatisfaction among the many hospital surgical workers. Surgeons had been sad that sure instrument units weren’t obtainable when wanted and that, incessantly, a number of requests had been required to get all the obligatory devices for surgical procedures. Whereas this appeared a minor concern to some, the lacking instruments annoyed the surgical workers, and precipitated pointless delays within the surgical procedure schedule.
The surgeons most frequently complained to Jim Stanicki, supervisor of the Surgical Processing Division (SPD). The SPD was answerable for cleansing, inspecting, sterilizing, and delivering over seven million devices per 12 months in 4 separate processing areas. These areas supported 65 essential campus working rooms that carried out over 35,00zero surgical procedures yearly. Stanicki mentioned, “The surgeons had been involved in regards to the lack of ability to begin working rooms on time and devices that weren’t instantly obtainable when requested.”1 Stanicki and his staff had been answerable for managing a particularly complicated course of. Though they had been working across the clock, there have been nonetheless complaints and so they realized that one thing needed to change in the best way that they had been processing the surgical devices.
Overview of Cleveland Clinic
Cleveland Clinic was based in 1921 underneath the ideas of cooperation, compassion and innovation. It was created by 4 physicians, in what was thought of an unusually collaborative mannequin for the time. Over the 20th century, the nonprofit hospital system turned one of many largest and most revered healthcare establishments within the nation, recognized primarily for its excellence in cardiovascular care.
In 2006, there have been three.three million outpatient visits to Cleveland Clinic and 71,643 surgical circumstances system- extensive. Surgical circumstances over time are proven in Exhibit 1. Working revenues in 2006 had been $four.four billion and the clinic employed greater than 35,00zero individuals in Ohio.
Within the 2006 U.S. Information & World Report “America’s Greatest Hospitals” survey, Cleveland Clinic was ranked primary within the nation for coronary heart care, for the twelfth consecutive 12 months. As well as, the survey acknowledged Cleveland Clinic as one of many nation’s finest hospitals total, rating it as quantity three within the nation. The clinic additionally ranked inside the high ten establishments in ten different classes, together with kidney illness, neurology and neurosurgery, and respiratory ailments.
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Lean Process Improvements at Cleveland Clinic W87C95
In response to the rankings, Delos M. “Toby” Cosgrove, M.D., president and CEO of Cleveland Clinic, acknowledged: “We regularly try to offer our sufferers with probably the most superior, compassionate healthcare. The outcomes of the America’s Greatest Hospitals survey are a optimistic affirmation of our efforts and the dedication of our medical workers and workers within the supply of high-quality medical care.”2
Cleveland Clinic Tradition: “Sufferers First”
Cleveland Clinic, underneath the management of Cosgrove, adopted the mantra “Sufferers First.” The objective was to heart all the hospital system’s care on the affected person. In Cosgrove’s phrases, “I inform our workers that the one purpose they’ve a job is as a result of we’re caring for sufferers. They’re our precedence and that’s the one factor that unites all of us.”three The clinic designed a High quality & Affected person Security Institute that was tasked with measuring and enhancing the standard of care throughout the hospital system.
Efficiency and Service Enchancment (PSI)
Whereas the clinic was dedicated to superior medical outcomes and affected person care, many help capabilities stored the hospital working easily. Issues in these help capabilities negatively impacted the general affected person expertise. For example, errors in scheduling appointments would possibly lead to affected person dissatisfaction.
Cleveland Clinic realized that by enhancing these help capabilities, it may enhance the general effectivity of the hospital system and positively affect affected person care and satisfaction. It established the Efficiency and Service Enchancment staff (PSI), which introduced collectively seasoned course of enchancment leaders from quite a few industries, similar to client merchandise, aerospace, and automotive, to work throughout the hospital system. PSI labored intently with workers to associate in designing acceptable options to enhance effectivity for better-quality affected person care and repair.
PSI used approaches from quite a few industries to enhance effectivity at Cleveland Clinic. Relying on the precise attributes of a case, it drew on methods similar to the next:four
• Six Sigma – DMAIC (Outline, Measure, Analyze, Enhance, Management)
• Lean (5S, Visible Controls, Worth Stream Mapping)
• PDCA (Plan, Do, Examine, Act)
• FMEA (Failure Mode and Results Assessment)
The Case of the Surgical Processing Division (SPD)
Overview of SPD
In 2007, the E Constructing SPD operation was staffed by 25 people who offered the instrumentation utilized in surgical procedures carried out by eight surgical companies throughout 40 working rooms. These working rooms carried out roughly 21,00zero surgical procedures per 12 months, or about 60% of the surgical quantity carried out at Cleveland Clinic’s essential campus.
The SPD workers, which was situated within the basement of the E Constructing, was answerable for disassembly and cleansing, inspection, reassembly, sterilizing, making ready case carts, and delivering all disposable and non- disposable surgical devices that had been used within the working rooms. The SPD additionally had duty for the upkeep of surgical devices in addition to oversight of repairs and replacements of faulty devices.
The division labored across the clock to serve routine and emergency circumstances, and it operated with excessive precision to strive to make sure that devices had been delivered on time and with out errors. The
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Lean Process Improvements at Cleveland Clinic W87C95
giant variety of surgical sub-specialties supported and the hundreds of surgical procedures carried out created an almost infinite variety of instrument mixtures required for a given case, and the differing sterility necessities for the devices added one other stage of complexity. Past these necessities, the frequent have to help last-minute schedule modifications and emergency circumstances required flexibility and practically instantaneous responses that usually overwhelmed the small workers.
Jim Stanicki had been the supervisor of SPD since 2005, a place he moved to after expertise as a technician and supervisor inside the identical group. Stanicki had over 29 years within the healthcare discipline and had labored in surgical processing for the prior 21 years.
Challenges within the SPD
Over the previous few years, complaints in regards to the accuracy and pace of the SPD had arisen from nurses and physicians from surgical companies. Instrument issues or delays in supply would consequence within the lack of ability to start a process. Incorrect devices being delivered would imply that the surgical staff needed to look ahead to the suitable devices. A number of occasions in the identical day may trigger a ripple impact with delays of as much as a number of hours for circumstances scheduled at the top of the day. These results had been exacerbated on notably busy days or for emergency circumstances.
Delayed circumstances and even cancellations would lead to discomfort for sufferers. Cleveland Clinic additionally suffered monetary loss as a result of inefficient useful resource utilization. Prices from delays originating within the SPD had been conservatively estimated at a whole lot of hundreds of dollars yearly.5 The estimate included misplaced time within the working rooms and processing charges for incorrect instrument trays. Along with income loss, prices additionally resulted from affected person dissatisfaction and cancellations, and total lack of goodwill; these intangible prices had been tougher to estimate and had been tough to account for in strictly monetary estimates of price.
In 2006, Stanicki and the SPD realized that errors in its processes had been negatively impacting the surgeons’ skills to do their jobs. Stanicki knew that the standard resolution would have been to buy extra devices or rent extra workers, however he selected to institute new practices. He mentioned, “We had the correct assets, however they weren’t being correctly utilized.”6 With this in thoughts, he turned to steerage from Cleveland Clinic’s PSI staff to research present practices and associate in course of enchancment efforts. He advised the staff that his workers was incessantly working into circumstances of lacking devices, and in addition had a tough time adequately making ready devices in emergency conditions.
Jim Leonard, a senior member of the PSI staff, partnered with Stanicki to institute course of enhancements within the SPD. Leonard had a bachelor’s diploma in mechanical engineering and a grasp’s diploma in high quality programs. He had over 20 years of expertise in course of engineering and operations administration and was an authorized Lean Six Sigma Grasp Black Belt.
Assessing the Downside
Leonard and Stanicki studied probably the most frequent issues within the SPD, which they recognized as “instrument delays” and “lacking devices.” After contemplating quite a few course of enchancment methods, they determined that the lean method could be most acceptable for remedying the actual challenges. Whereas lean course of enchancment efforts had been mostly related to their origin – the Toyota Manufacturing System and the manufacturing business – the lean method’s success within the service business was being exemplified throughout a number of enterprising organizations.
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Lean Method
Present State VSM
Step one within the staff’s Assessment was to create a present state worth stream map, which outlined the processes being undertaken and the occasions to finish them inside the SPD. On this map, the general SPD course of was thought of to be comprised of 4 sequential sub-processes: Decontamination, Prep & Pack, Sterilization, and Case Cart Meeting and Supply. Cycle occasions had been decided by each “strolling the stream” and consulting with SPD workers.
1. Decontamination
When the carts containing used surgical instrument entered the SPD space, bar codes on the carts had been scanned into an digital database that recorded the receipt of the cart. That triggered step one within the present state course of, which was decontaminating the instrument and cart.
Most devices might be decontaminated in automated washers. The devices and instrument trays had been loaded onto washing trays, which had been positioned on a conveyor belt that mechanically loaded washers designed for surgical devices. 4 of those washers had been used for decontamination, via an automatic cycle of washing and drying. On the completion, the devices had been fed onto a second conveyor that moved them to the prep & pack space.
Roughly one-third of the non-disposable devices returning to the SPD had been too fragile to endure machine washing. These needed to be washed by hand and delivered on to the prep & pack space. Guide decontamination took longer than automated decontamination, however had a minimal rework price, whereas automated decontamination took much less time, however was incessantly delayed as a result of breakdowns within the automated washers and loading system (25% of the time).
The cycle occasions and tools down-times given for decontamination within the present state VSM had been based mostly on weighted averages that mirrored the contribution of hand-washed and automated-decontamination processes; lead occasions had been based mostly on precise information taken from an instrument monitoring system.
2. Prep & Pack
After decontamination, the devices arrived within the prep & pack space the place they had been scanned to doc their location and separated into inventory, service particular or surgeon distinctive devices. Sorting devices into service specials (devices for eight surgical companies) and surgeon distinctive (distinctive devices for a couple of hundred surgeons) accounted for many of the complexity and time (40 minutes on common on this step). The workers used coloured adhesive tape on the devices to establish the devices belonging to particular companies and surgeons. After sorting, devices had been wrapped individually or in instrument trays and brought to the sterilization space.
three. Sterilization
As with the opposite processes, the devices had been scanned into the system after they entered the sterilization course of. There have been quite a lot of sterilization processes for devices based mostly on their supplies composition, fragility and measurement. Steam sterilization was probably the most generally used type for devices produced from surgical metal. Different processes had been appropriate for devices produced from composite supplies that had been delicate to warmth. The sterilization course of included loading devices into the sterilizer, ready via the automated sterilization course of, unloading the sterilizer after which ready for the devices to chill.
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four. Case Cart Meeting, Supply and Sterile Storage
After sterilization, carts had been ready for supply to the working rooms in response to an in depth “recipe” or pull sheet that outlined the precise instrumentation mixture for every case. When the elements had been loaded, cart meeting was full. Following cart meeting, carts had been taken on to the working room or positioned in a holding space.
Most carts had been ready effectively forward of time (often in the course of the night time shift) and sat within the holding space till they had been wanted within the working room. Carts leaving the SPD had been scanned to the working room to doc their ultimate location.
Kaizen Eventsi
The SPD was staffed by hardworking and devoted personnel who took appreciable pleasure of their contributions to the care of surgical sufferers at Cleveland Clinic. Nevertheless, the employees had been affected by inefficiencies inside and out of doors the division at a number of ranges. First, the massive quantity and complexity of the devices made appropriate sorting and cart meeting a problem. Second, staff in every course of all through the worth stream had been remoted of their respective areas, which created an absence of versatility inside the work drive and issues with protection. Third, appreciable emotional affect resulted when there was an overflow within the course of. Lastly, inefficiencies within the ground structure had been taking a bodily toll as a result of lengthy transit occasions for repetitive duties.
In September of 2007, Stanicki and Leonard decided that there have been in all probability inefficiencies throughout all the sub-processes that had been affecting the workers and impacting the variety of lacking devices and delays. They determined to carry Kaizen occasions to research every sub-process, and introduced in representatives from every of the three shifts to contribute to discovering options. “We needed to have interaction the individuals who had been really doing the work,” mentioned Stanicki. “They had been the closest to it, and with out their buy-in we might by no means make any progress.”7 Leonard agreed: “Workforce engagement is extraordinarily essential. In the event that they didn’t imagine in it, it wouldn’t final for greater than a few weeks.”eight
They started by recording the present structure of the SPD, proven in Exhibit 2, and designing the Present State Worth Stream Map, proven in Exhibit three. From there, they tackled every sub-process via its personal Kaizen occasion.
Decontamination9
The Kaizen occasion for the decontamination course of lasted one full week. The staff described the present state as “erratic and inefficient” and sought to “create standardized course of flows” and “develop commonplace work practices for the decontamination jobs.” The present state included the next statistics:
• Cycle time was estimated at 62.5 minutes per case cart
• Lead time was measured at 609 minutes per instrument (information common from the instrument monitoring system)
In just one week, the staff redesigned the method structure of the decontamination space and was capable of scale back the cart breakdown time (which was recognized as the most important driver of course of lead time) by 63%. Earlier than and after footage of the structure modifications are proven in Exhibit four. The staff additionally decreased the strolling time, which was recognized as an inefficient a part of the cycle time, by 56%.
i Kaizen is a is a Japanese philosophy that focuses on steady enchancment, and a Kaizen occasion is a short-term engagement
that gathers course of house owners and operators to map current processes and enhance processes in a brief time frame.
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Outcomes for the decontamination occasion included:
Redesigned materials stream Repositioned drier cupboard
Balanced job duties Initiated work orders for 2 questions of safety
Developed commonplace work for jobs (together with supervision) Initiated trial of “tags” technique to maintain devices collectively
Moved bar code station Eradicated unneeded tools and racks
Moved racks to match stream Eliminated the automated conveyor system
Carried out visible controls for materials path
Prep & Pack10
The staff, which had efficiently achieved its targets in enhancing the decontamination course of, sought comparable targets with the prep & pack sub-process, through which the decontaminated devices had been sorted and packed. The present state included the next statistics:
• Cycle time estimated at 15 minutes per set (common)
• Lead time measured at 414 minutes per set (information common from the instrument monitoring system)
In a single week, the staff redesigned the ground structure and job assignments. Within the present state, all workers within the prep & pack space provided themselves with decontaminated devices whereas they re- assembled units. They had been subsequently continuously strolling forwards and backwards to pick the correct devices for his or her units. The brand new work stream assigned one particular person as a fabric handler who would type via the devices from the decontamination course of and provide the prep & pack operators, who could be assigned to particular instrument stations (i.e. colorectal surgical procedure, neurological surgical procedure, and so on). The unique workflow and future state workflow are proven in Exhibit 5. On account of the prep & pack redesign, commonplace work was created, set meeting cycle time was decreased 26%, and lacking software counts went down 25%.
Outcomes for the prep & pack occasion included:
Moved work stations Eliminated non-value duties from prep & pack task
Put in “footprints” for cart places Modified materials stream
Created materials handler task Added tip protectors for sharps at prep & pack
Outlined Tech 1 supervisor duties Put in “footprints” for emergency tools
Sterilization11
The sterilization Kaizen occasion concerned the identical shift leads and was accomplished in solely three days in January of 2008. Sterilization included the next baseline statistics:
• Cycle time estimated at 47 minutes per set (common)
• Lead time measured at 598 minutes per set (information common from the instrument monitoring system)
A lot of the method was pushed by the point that the machines took to finish the sterilization cycle. A few of the devices required totally different sterilization methods, which added a stage of complexity into the method, however total there was little technician management over cycle time. The staff found that past
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being pushed by the machines, the method was additionally slowed by paperwork, scanning, and retrieving the printouts wanted to keep up compliance information.
The Kaizen occasion subsequently addressed a few of these points, primarily by reorganizing the structure of the sterilization course of. The staff created a “pull” system, moved the loading station nearer to prep & pack drop-off, and added a printer within the space to lower the time that it took to assemble printouts. An improved work stream was established and commonplace work was created. The modifications decreased strolling time by 41%.
Case Cart Meeting Supply and Sterile Storage12
Assembling the carts concerned pulling from the sterilized devices and the disposable devices that had been particular for every surgical case. When staff members noticed the method, they noticed that the case carts had been assembled in an ad-hoc method and so they weren’t organized within the small area. The common for cart meeting was recorded as 6.6 minutes. By reorganizing the provision room and streamlining provides, in addition to putting tape on the ground to stipulate meeting lanes for the carts, the staff decreased the cart meeting time to four.1 minutes, which represented a 38% lower. Additionally, by widening the aisles and relocating provides that had been used most frequently, the Kaizen occasion achieved a 21% lower in strolling time, which additionally lessened the bodily pressure on workers. The brand new cart meeting lanes are proven in Exhibit 6.
Outcomes
The Kaizen occasions discovered that all the “Seven Wastes”ii had been current in SPD processes. Probably the most outstanding sources of waste had been overproduction, rejects/rework, extra stock, pointless movement and transport. On the finish of the occasions, Stanicki and Leonard offered their achievements to the Throughput Council, the group that initially sanctioned the method enchancment undertaking within the SPD. Whereas Stanicki and Leonard had been happy with what that they had achieved in a brief time frame, in addition they conveyed to the council that “greater than something, we now have modified the best way our workers thinks about steady enchancment.”13
They offered the council with a comparability of their Present State Worth Stream Map (Exhibit three) and Future State Worth Stream Map (Exhibit 7). Additionally they confirmed the council that their ratio of value-added to non-value-added work had gone from 14% to 22%. The results of the modifications in these processes was clear. From the primary Kaizen occasion in September 2007 to the time that Stanicki and Leonard offered to the council in February 2008, the lacking instrument rely within the E Constructing had been decreased by 26%, as proven in Exhibit eight, and the instrument set processing time had been decreased 24%, as proven in Exhibit 9.
Along with these measurable modifications, Leonard acknowledged: “We’re not solely altering the best way individuals do issues, however we’re altering the tradition, which is what results in actual success. We’re encouraging individuals to optimize what they do day by day, and to understand that lean course of enchancment is a journey that has no finish.”14
The presentation to the Throughput Council concluded with a dialogue of what to deal with subsequent on their journey. Leonard and Stanicki had some concepts, however needed to hunt the council’s recommendation as effectively. They puzzled what extra modifications might be made within the SPD, and in addition tips on how to develop their success all through the Cleveland Clinic system, together with a Cleveland Clinic enlargement undertaking in Abu Dhabi, through which the builders of a giant new hospital had been searching for their recommendation on tips on how to design an SPD from scratch.
ii The Seven Wastes of the Toyota Manufacturing System are: Transport, Stock, Movement, Ready, Overproduction, Overprocessing,
Defects
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Further Process Enchancment Initiatives at Cleveland Clinic
The SPD undertaking was simply one in every of quite a few initiatives supported by the Efficiency and Service Enchancment staff. These initiatives had been launched each via workers recommendations (bottom-up) and thru proactive measures to enhance total system effectivity (top-down). In late 2007, the PSI staff expanded its function at Cleveland Clinic to change into the Strategic Planning and Steady Enchancment group (see Exhibit 10). The next are examples of different initiatives that the group accomplished between 2006 and 2009.
Magnetic Resonance Imaging Effectivity
Scheduling a affected person for an MRI (magnetic resonance imaging) was proving to be an arduous job at Cleveland Clinic. Physicians had been complaining that it was taking a median of 21 days for his or her sufferers to get an MRI, regardless that there have been 30 imaging units working 24 hours a day distributed all through Cleveland Clinic and its affiliated hospitals. The results of this lengthy wait time took a bodily and psychological toll on the sufferers, who had been usually awaiting an MRI as a key piece of the puzzle in a prognosis.
The SPCI staff engaged and shadowed each the scheduling course of and the method of working the costly and time-consuming MRI procedures. By working intently with the staff, they realized that there have been quite a few areas for enchancment.
One factor that was inflicting lengthy delays was the injection of distinction brokers, which allowed the MRI outcomes to be analyzed extra simply. Roughly 80% of the sufferers who had been getting MRIs required the intravenous distinction brokers, but the MRI technicians had been stopping the scan halfway via the method to put the intravenous strains that had been required for injection of the distinction into the affected person. This interruption of the method was including 5 to 10 minutes to every MRI scan, leading to backups and scheduling complications. A part of the lean enchancment undertaking was to evaluate the necessity for distinction and begin the intravenous line (if required) at the start of the MRI process, thereby not interrupting the scan course of. The lean undertaking additionally recognized alternatives to raised make the most of current tools and off-site places to schedule and serve sufferers.
All of those efforts mixed resulted in an total lower of the MRI process lead time from a baseline of 21 days to a brand new common of 11.5 days. As well as, there was a year-to-year enhance of 1,560 accomplished exams (four.7%) between 2008 and 2009. Staff members mentioned that, “there are nonetheless enhancements to be made, however in lots of circumstances the wait time is even far beneath the 11-day common.”15 Additionally they confused that “we don’t attempt to resolve issues by spending cash or including individuals, however as an alternative by fixing inefficiencies within the course of.”
Lowering the Variance to Customary for Hospital Stays
One other undertaking that the SPCI staff undertook was associated to days that sufferers typically spent ready for surgical procedure, through which they had been present process pre-operative testing, often with little value- added exercise occurring in any other case. On one surgical service that handled notably complicated circumstances, pre- operative stays averaged seven days main as much as surgical procedure. Throughout as of late, sufferers underwent quite a few checks and assessments to arrange them for the surgical procedure, however the assessments and Assessment got here slowly. The primary steps within the pre-operation course of had been:
1. Checkup by nurse, who decided which assessments had been required
2. Exams carried out
three. Physicians analyzed outcomes (typically asking for extra assessments)
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four. Surgical procedure scheduled
5. Surgical procedure carried out
The workers felt that on common the lead occasions for these processes had been unnecessarily lengthy, which price the affected person and the hospital treasured time. When the SPCI staff was known as in to look at the scenario, it discovered that all the events acknowledged the scenario however expressed frustration over their lack of ability to pinpoint causes or develop a passable method to shorten the lengthy wait occasions.
To fight the issue, the staff labored collectively to create a matrix board that was prominently displayed for workers evaluate with rows of sufferers and columns with the required assessments. Nursing workers positioned coloured dots within the bins to point whether or not a affected person wanted a check or not, and the standing of the required assessments (e.g. ready for check, ready for Assessment, accomplished). With this method in place, it turned instantly obvious when extreme or a number of, overlapping assessments had been being ordered. It additionally turned clear when doctor evaluate of check outcomes wanted to be expedited to rapidly rule out the necessity for extra testing or to order extra testing.
After the implementation of the guidelines, the workers labored on coaching and actively managing the opposite facets of the pre-operative analysis course of. Following establishment of all of those measures, the variety of total assessments being ordered and accomplished fell and the typical in-hospital wait time for sufferers earlier than surgical procedure for this specific service shrank to 6 days. As with the opposite initiatives, workers members mentioned they had been engaged on attaining additional effectivity features, and on this case hoping to cut back the pre-operative wait time to 5 days.
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Displays
Exhibit 1 Surgical Instances (in hundreds) at the Cleveland Clinic
2003
60.zero
65.zero
70.zero
75.zero
2004 2005 2006
Supply: Cleveland Clinic, Annual Report, 2006
Exhibit 2 Structure of Present State SPD
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Exhibit three SPD Present State Worth Stream Map
DRAFT – 5/12/2009
13
Exhibit three: SPD Present State Worth Stream Map
Deleted: 5/1/2009
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Exhibit four Decontamination Space Earlier than and After Kaizen
Earlier than Kaizen After Kaizen
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Exhibit 5 Prep & Pack Authentic and Future State Workflows
Exhibit 6 Case Cart Meeting Lanes
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Exhibit 7 SPD Future State Worth Stream Map
DRAFT – 5/12/2009
17
Exhibit 7: SPD Future State Worth Stream Map
Deleted: 5/1/2009
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Exhibit eight Lacking Instrument Rely Per Day (Oct 2007 to Feb 2008)
Lacking Instrument Rely per Day – Oct 2007- PRESENT –
zero
5
10
15
20
25
30
35
40
45
10 /10
/20 07
10 /17
/20 07
10 /24
/20 07
10 /31
/20 07
11 /7/
20 07
11 /14
/20 07
11 /21
/20 07
11 /28
/20 07
12 /5/
20 07
12 /12
/20 07
12 /19
/20 07
12 /26
/20 07
half /2
00 eight
1/9 /2
00 eight
1/1 6/
20 08
half three/
20 08
1/three zero/
20 08
2/6 /2
00 eight
2/1 three/
20 08
2/2 zero/
20 08
Date
C ou
nt
Exhibit 9 SPD Set Processing Time (Month-to-month Common)
Velocity = Set Processing Time – Month-to-month Common Hours
zero.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
Oct-07 Nov-07 Dec-07 Jan-08 Feb-08
Exhibit 10 The Strategic Planning and Steady Enchancment Group
Strategic Planning and Steady Enchancment
Productiveness (Labor Analytics)
Process Enchancment
Venture Administration Workplace
Enterprise Technique Enterprise Instruments
Venture Administration
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Endnotes 1 Stanicki, James. Private interview. 11 Mar. 2009. 2 “For the 14th 12 months in a row, Cleveland Clinic’s cardiac care has been ranked No. 1 in U.S. Information & World Report ‘America’s Greatest
Hospital’ survey,” Cleveland Clinic Press Launch, October 2008 three “Sufferers First: Hospitals can’t depend on high quality of care alone to foster affected person loyalty.” AHA Information 2 Mar. 2009. four Cleveland Clinic web site. Cleveland Clinic High quality & Affected person Security Institute.
Efficiency Enchancment.” 2008 6 Stanicki interview. 7 Stanicki, interview. eight Leonard, James. Private interview. 11 Mar. 2009. 9 “Decontamination Kaizen Occasion.” Presentation to Surgical Processing Division (SPD) at Cleveland Clinic. November 2007. 10 “Prep & Pack Kaizen Occasion.” Presentation to SPD at Cleveland Clinic. December 2007. 11 “Sterilization Kaizen Occasion.” Presentation to SPD at Cleveland Clinic. January 2008. 12 “Case Cart Meeting Kaizen Occasion.” Presentation to SPD at Cleveland Clinic. February 2008. 13 Stanicki interview. 14 Leonard interview. 15 SPCI Staff Member. Private interview. 11 Mar. 2009.
For the unique use of L. MENON, 2021.
This doc is allowed to be used solely by LAKSHMI SUDHAKARAN MENON in OPMT620-Mazyar Zahedi-Seresht-Case 2-1 taught by Mazyar Zahedi-Seresht, College Canada West from Nov 2021 to Dec 2021.
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Lean Process Improvements at Cleveland Clinic W87C95
Notes
For the unique use of L. MENON, 2021.
This doc is allowed to be used solely by LAKSHMI SUDHAKARAN MENON in OPMT620-Mazyar Zahedi-Seresht-Case 2-1 taught by Mazyar Zahedi-Seresht, College Canada West from Nov 2021 to Dec 2021.
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Lean Process Improvements at Cleveland Clinic W87C95
Notes
For the unique use of L. MENON, 2021.
This doc is allowed to be used solely by LAKSHMI SUDHAKARAN MENON in OPMT620-Mazyar Zahedi-Seresht-Case 2-1 taught by Mazyar Zahedi-Seresht, College Canada West from Nov 2021 to Dec 2021.
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Lean Process Improvements at Cleveland Clinic W87C95
Notes
For the unique use of L. MENON, 2021.
This doc is allowed to be used solely by LAKSHMI SUDHAKARAN MENON in OPMT620-Mazyar Zahedi-Seresht-Case 2-1 taught by Mazyar Zahedi-Seresht, College Canada West from Nov 2021 to Dec 2021.
Established at the College of Michigan in 1992, the William Davidson Institute (WDI) is an impartial, non-profit analysis and academic group centered on
offering private-sector options in rising markets. By means of a singular construction
that integrates analysis, field-based collaborations, training/coaching, publishing,
and College of Michigan pupil alternatives, WDI creates long-term worth for
educational establishments, associate organizations, and donor businesses energetic in rising
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of the few establishments of upper studying in the USA that’s totally devoted to
understanding, testing, and implementing actionable, private-sector enterprise fashions
addressing the challenges and alternatives in rising markets.
For the unique use of L. MENON, 2021.
This doc is allowed to be used solely by LAKSHMI SUDHAKARAN MENON in OPMT620-Mazyar Zahedi-Seresht-Case 2-1 taught by Mazyar Zahedi-Seresht, College Canada West from Nov 2021 to Dec 2021.
