Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care.

Lisa O’Mahony,Kerrie Mccarthy,Marie Ward,Josephine O’Donoghue,Martin Mcnamara,Seán Paul Teeling

doi:10.3390/ijerph182111011

Abstract

Continuity of the supply chain is an integral element in the safe and timely delivery of health services. Lean Six Sigma (LSS), a continuous improvement approach, aims to drive efficiencies and standardisation in processes, and while well established in the manufacturing and supply chain industries, also has relevance in healthcare supply chain management. This study outlines the application of LSS tools and techniques within the supply chain of an Operating Room (OR) setting in a private hospital in Dublin, Ireland. A pre-/post-intervention design was employed following the Define, Measure, Analyse, Improve, Control (DMAIC) framework and applying LSS methodology to redesign the current process for stock management both within the OR storage area and within a pilot OR suite, through collaborative, inclusive, and participatory engagement with staff. A set of improvements were implemented to standardise and streamline the stock management in both areas. The main outcomes from the improvements implemented were an overall reduction in the value of stock held within the operating theatre by 17.7%, a reduction in the value of stock going out of date by 91.7%, and a reduction in the time spent by clinical staff preparing stock required for procedures by 45%, all demonstrating the effectiveness of LSS in healthcare supply chain management.

Highlights

This paper outlines a case study in a private hospital in Ireland
Having put in place the process improvements outlined above, we reanalysed the data examined in our Define and Measure phases to determine the real impact of the changes put in place and how they addressed the aims in our project charter
A full stocktake was carried out in the pilot Operating Room (OR) and there was a total value of €221,052 worth of stock in that OR store, with the same product found in multiple locations

Summary

Introduction

This paper outlines a case study in a private hospital in Ireland. The hospital operates as a full-service acute hospital with over 200 inpatient beds, 8 Operating Rooms (OR), 1400 healthcare professionals, and 300 consultants. The hospital has an established education and training academy with links to a university-accredited Lean Six Sigma (LSS) training programme. The academy is central to the hospital’s ongoing improvement journey, which is working toward a system-wide deployment of LSS led by its LSS-trained staff. The hospital choose LSS for its approach to improvement as it has been shown that in addition to improving efficiency that it has evidenced a positive impact on patient outcomes, and patient and staff experiences of care [1,2].

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Conclusion