MP34-08 INTERPROFESSIONAL PARTNERSHIP USING LEAN/SIX SIGMA METHODOLOGY TO IMPROVE LOCAL PROCEDURES EFFICIENCY

Abstract

You have accessJournal of UrologyHealth Services Research: Quality Improvement & Patient Safety II (MP34)1 Sep 2021MP34-08 INTERPROFESSIONAL PARTNERSHIP USING LEAN/SIX SIGMA METHODOLOGY TO IMPROVE LOCAL PROCEDURES EFFICIENCY Nicholas Koch, Larry Mandelkehr, Franklin Farmer, Sherry Parker, Shawanda Lang, Matthew Raynor, and Angela Smith Nicholas KochNicholas Koch More articles by this author , Larry MandelkehrLarry Mandelkehr More articles by this author , Franklin FarmerFranklin Farmer More articles by this author , Sherry ParkerSherry Parker More articles by this author , Shawanda LangShawanda Lang More articles by this author , Matthew RaynorMatthew Raynor More articles by this author , and Angela SmithAngela Smith More articles by this author View All Author Informationhttps://doi.org/10.1097/JU.0000000000002043.08AboutPDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareFacebookLinked InTwitterEmail Abstract INTRODUCTION AND OBJECTIVE: Inefficiency of office-based procedures in a busy, tertiary center leads to wasted time, lost revenue and patient and staff frustration. Using Lean/Six Sigma methods, individual process steps were identified, measured, and streamlined through the reduction of redundant or unnecessary steps by maximizing value added time and minimizing non-value-added time. METHODS: Define, Measure, Analyze, Improve and Control (DMAIC) methodology was used to define individual process steps of patient flow and room turnover through collaboration between urology staff and quality improvement experts within the UNC Gillings School of Global Public Health (SPH). Time variables studied include waiting room, triage time, consent time, patient drape and prep time, physician wait time, procedure duration, patient clean-up and dress, patient check-out, and room turnover. Process step order, communication practices and practice variability amongst staff were also recorded. All data were collected by urology staff and provided to SPH team for statistical analysis who provided recommendations to the department. Following implementation of these recommendations, time variables were again collected and analyzed. RESULTS: Baseline results were recorded across 44 procedures over 4 weeks: 29 cystoscopies (Cysto) and 15 prostate biopsies (Pbx). Recommended process changes were identified in order to maximize value-added time (VAT) and minimize non-value-added time (NVAT). Specific changes included: converting wait-room time to VAT by triaging patients with urine sample upon check-in and paging providers prior to patient prep to decrease provider wait time. Following implementation, we noted an average reduction in appointment time of 4 and 10 minutes (cysto and pbx respectively), a reduction of bathroom time from 4:38 to 4:11, with an 80% successful implementation of UA intervention, although only 33% adoption of paging intervention (Table). CONCLUSIONS: Through standardization of process and conversion of NVAT to VAT efficiency, office-based procedural efficiency improved. Partnering with a dedicated QI team maximized resources while demonstrating the importance of interprofessional collaboration. Source of Funding: None © 2021 by American Urological Association Education and Research, Inc.FiguresReferencesRelatedDetails Volume 206Issue Supplement 3September 2021Page: e619-e619 Advertisement Copyright & Permissions© 2021 by American Urological Association Education and Research, Inc.MetricsAuthor Information Nicholas Koch More articles by this author Larry Mandelkehr More articles by this author Franklin Farmer More articles by this author Sherry Parker More articles by this author Shawanda Lang More articles by this author Matthew Raynor More articles by this author Angela Smith More articles by this author Expand All Advertisement Loading ...