Lean Results 2017-08-15T17:51:03+00:00

Lean Results at Harbor-UCLA

    While relatively new at Harbor, Lean teams have already accomplished much. Below are a few examples of work done by line staff in their respective areas:

    Team Improvements (as of June 2017)

    Saving time is saving lives in healthcare…

    Eliminating waste saves time. Harbor-UCLA was recognized at the Los Angeles County 30th Annual Productivity & Quality Awards (PQA) Program for the following time study findings after completing 5S in 22 supply areas in patient care units:

       $561, 779.63 in cost avoidance

       $62,010.91 in cost savings


    Emergency Care Domain (Value Stream) – Rapid Medical Evaluation (RME) Model Cell:

  • Reduced the cycle time for patients who are discharged home from the ED from an average of 6 hours to 3.6 hours- a 40% improvement
  • Reduced the time of arrival to EKG for emergent “cardiac” patients from 45 minutes to 15 minutes- a 67% improvement
  • Improved compliance to pain reassessment from16% to 100%- a 525% improvement
  • Reduced the left without being seen from 13.5% to 9.4% – a 30% improvement
  • Emergency Care: Reduced the number of non-eligible patients referred to the Continuing Care Clinic (CCC) from a high of 36% to 15%– a 58% improvement

    Inpatient Domain (Value Stream):

  • Through 5-S Events in inpatient units, we have experienced a cost savings of over $35,000 (less supplies [overstock] on shelves (as of 2/2016)
  • Improved the percent of patients who would agree or strongly agree to recommend the hospital, 70%, baseline 2013; to 81.6% – a 12% improvement
  • Improved inpatient satisfaction (percent of patients who rate hospital as a 9 or 10) from 63% to 74.4% – an 18% improvemement
  • Reduced the denied days from 19% to 10%- a 44% improvement
  • Patient Perception: Nurse Communication with patients improved from 69% 2014 baseline to 82% (March 2017- most recent data) – a 19% improvement.
  • Physician Communication with patients has been sustained at 80% (March 2017 most recent data
  • Performed electronic, anonymous survey of 56 line staff who participated in a 5-S Event. The results indicated a 19% improvement over baseline to the question: “It is easy to find everything I need to do my job”

    Outpatient Domain (Value Stream) – Eye Clinic:

  • Reduced the clinic cycle time in the Eye Clinic from over 4 hours to just over 2 hours; cut surgical wait times for eye surgeries from several months to one month or less)
  • Waiting time to be scheduled for eye surgery has been reduced from greater than 6 months to less than 1 month
  • Cataract Surgery is less than 2 weeks (improved from 1 month in 2016) – a 50% improvement
  • Retina Surgery is less than 2 weeks (improved from 1 month in 2016) – a 50% improvement
  • Oculoplastic is less than 4 weeks-sustained improvement
  • General Internal Medicine (GIM) Model Cell:

  • Cycle Time has been reduced from 160 min (baseline) to 98 minutes- a 39% improvement
  • The clinic “no show” rate has decrease from the baseline of 40% to 32% for new patients- a 20% improvement; from 30% to 21%- a 30% improvement which has been sustained

    Outpatient Domain (Value Stream):

  • Overall Outpatient: Improved patient perception of access to appointment (Did you receive an appointment as soon as you wanted?) from 46% to 88%- a 91% improvement
  • Outpatient: Improve the percent of pre-financially screened clinic appointments from 90% to 98.5%- a 9% improvement

    Perioperative Domain (Value Stream):

  • Through 5-S Event in the Post Anesthesia Recovery Area (part of the OR Service Line) we returned (2) private post-anesthesia recovery rooms back into service for patient care through collating supplies and wheelchairs in another location
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