Lean Process
 

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As a component of quality improvement, MacNeal and Vanguard Health Systems implemented Lean as a methodology to improve process flow in the organization. Surgical services championed several projects utilizing a multidisciplinary team approach. These projects included:

  • Inventory reduction for open heart resulting in a $152,000 savings.
  • Reallocation of unused equipment leading to improved traffic flow with the elimination of more than 20 pieces of equipment. Reassignment of space for high volume equipment decreased room set-up time, turnover time and equipment repair costs.
  • Redesign of the work flow in Pre-Admission Testing leading to the highest percentage of completed charts 48 hours prior to surgery throughout the Vanguard system.
  • Implementation of a case cart pull system eliminating batching of instruments and trays in the operating room, creating a more productive and efficient process.

Same Day Surgery and PACU worked together to decrease PACU hold time by initiating an interdisciplinary process to manage flow from Same Day Surgery through the OR to PACU and to the Nursing Units. Outcomes included improved communication, decreased time in the PACU, increased patient satisfaction and better utilization of quality nursing care.

A surgical patient family advocate was hired to enhance the patient family experience by insuring better communication between the physician, family and nursing.

Heart Group Cardiac Team, front row (l-r): Barb Magnus, RN, ADN; J. Yenli Chen, RN, BSN; Sonia Estacio, RN, BSN.
Back row: J. Michael Tuchek, D.O.; John Sbertoli, AT.
Not pictured: Kien Yung, Beth Colaiuta, M.D. and Vitaly Piluiko, M.D.