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Re: Financially Quantifying Process Improvement Projects

  •  04-30-2009, 11:55 AM

    Re: Financially Quantifying Process Improvement Projects

    My facility did an entire VSA on the Central Processing department, including a rapid improvement event on this very topic.  What I found was two fold: 1) we eat away at our savings in healthcare-based Lean initiatives by not reducing the FTE when a workflow improvement decrease the number of worked hours in the department.  If any part of your solution set decreased your takt time (as is inferred by saved time "searching"), quantify that and eliminate or transfer the saved FTE. 2) You're focusing on the immediate impact because you are new to the process.  Once you've been at this for a while, you'll have more value stream/process flow maps that help visualize what happens before and after the process you are investigating.  As we moved along in our VSA, we found that the shortages in equipment caused a great number of more wasteful 'quick cleans' to get the tray from the last similar case turned over.  Quantify that, and you'll see real savings by increasing standardization.

     Hope that helps, EJD

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