On-Demand Learning Lab - Exploring Innovative Approaches to Rapid Cycle Process Improvement-PPT Deck - Exploring Innovative Approaches to Rapid Cycle Process Improvement

PPT Deck - Exploring Innovative Approaches to Rapid Cycle Process Improvement

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The document is a NAHQ presentation on “Exploring Innovative Approaches to Rapid Cycle Process Improvement,” outlining how healthcare teams can move from a current state to a future state to improve patient outcomes, staff workflow, and operational efficiency, often to meet accreditation expectations. It reviews the evolution from Total Quality Management (TQM)—associated with Deming, Juran, and Crosby—to modern process improvement methodologies such as Six Sigma, Lean, Kanban, Agile/Scrum, Just-in-Time, Lean Six Sigma, and innovation/design thinking. The presentation highlights common philosophies (e.g., minimizing waste, optimizing existing processes, accommodating change, using small teams for fast execution) and a toolkit of widely used methods, including PDSA/PDCA, fishbone (Ishikawa) diagrams, Pareto charts, process mapping, SIPOC, 5 Whys, FMEA, value stream mapping, A3, prioritization matrices, and Kanban boards.<br /><br />A case study from October 2021 during a COVID surge illustrates an integrated, rapid-cycle approach to address laboratory and nursing staffing strain, physician frustration with missing morning lab results, duplicate test ordering, and inappropriate prioritization of lab orders—issues affecting throughput and length of stay (LOS). Baseline analysis showed routine AM lab draws were scheduled at 4 a.m., with a peak of timed study and STAT orders between 7–8 a.m., contributing to bottlenecks. The team used an Ishikawa diagram to define/analyze causes, a Kanban board to manage improvements, and PDCA to implement quickly (collaboration mid-week, implementation by Sunday), with ongoing weekly/monthly/quarterly reporting.<br /><br />Reported outcomes included a 1% improvement in routine AM lab results completed by 7 a.m., a 33% reduction in timed study orders and 72% reduction in STAT orders between 7–8 a.m., 100% compliance with a 3 a.m. lab–care coordination huddle, and improved throughput (Milliman LOS down 1.6% and discharges by 1 p.m. up 35.8% on unit 3B). The team emphasized the approach was simple, low-cost, scalable, and meaningful to clinical decisions and reimbursement, and noted recognition through the UNIVANTS of Healthcare Excellence award.

Keywords

rapid cycle process improvement

healthcare quality improvement

NAHQ presentation

Lean Six Sigma

PDSA/PDCA

Kanban boards

Ishikawa fishbone diagram

laboratory workflow optimization

COVID surge staffing strain

length of stay throughput improvement