Speaker 1: Welcome to Six Sigma Mania. Hospital in the Mania City have extended their building and added some new wards. Hospital capacities have increased from 1,000 to 1,500 beds. Building extension team have forgotten to review patient's admission and stay termination process. Of course, current process setup was not sustainable. Admission employees were suffering from overtimes and lack of space to store patients' personal things. On the other hand, patients were waiting too long to be introduced to and released from hospital. Frustration was increasing on both sides. Team's goal was to improve current waiting time to 20 minutes maximum. Hospital management saw this effort as crucial, so they asked weekly report out. After project charter creation and project kick-off, team made SIPOC for both addressed processes. This high-level map helped team to understand project boundaries. Team became unified on the processes and scope, as well. Detailed measuring showed, that there are waves of patients coming to hospital. The biggest wave is from 10 a.m. to 2 p.m. Patients are usually waiting two hours in average. There is one hour waiting time at the stay termination. Ten minutes each patient is spending on filling incoming paper documentation. Information must be rewritten to electronic form afterwards. It takes five minutes to rewrite it to the computer. Fifteen minutes takes undressing patient to nightclothes. Personal things are put to the storing box. Then put to the shelf. There are 250 patients entering or leaving hospital per day. Quick win for team was temporary agreement between hospital departments about different times for patients leaving hospital. Different times helped to distribute people during a day. So, waiting time for leaving people was decreased to 20 minutes. The biggest challenge in leaving process, was personal things box finding. It took about 10 minutes in average to find it. Storing system needed to be improved. Brainstorming, and why because diagram helped team to uncover other improvement opportunities in storing. Storing empty boxes, large boxes shape, boxes searching, and storing organization are few of them. There is one standard plastic storing box. Boxes usually are half-filled. Opportunity for space saving was obvious. Cubic box was redesigned to rectangle shape. New box height was decreased to fit average things volumes. This decreased required space in half. Racks were also redesigned to fit new boxes. Each location and each box were identified with unique code. Codes are inserted to computer together with patient name. It is easily trackable now. Searching was decreased to one minute. Fishbone diagram was used to reveal challenges on admission process. Work distribution, capacities, supporting systems, data manual entering are just few opportunities needed to be addressed. Task and priorities to be resolved were identified. User-friendly computer system was installed to whole hospital organization prior the project. Individual departments are sharing information through this system. Admission department and their requirements were incorporated to the system now. System allows patients to reserve time. They will enter hospital. Window is open from 7 a.m. to 7 p.m. This helped to redistribute noon peaks. Leaving patients are able to reserve times too. Waiting time at leaving is 10 minutes maximum now. To decrease rewriting data from paper form, two computers were installed to waiting room. Computer skilled patients are able to fill their data to system independently. This helped to decrease manual entering by 60%. However paper form is still available. Changes and improvements have decreased demand on employees. It reduced capacities from current 7 to 4 required people. There are two shifts opened. Two employees on morning shift and two on afternoon. Waiting time to enter the hospital is 15 minutes in average now. Noon peaks were reduced from 2 hours to 30 minutes. Goal 20 minutes waiting max was not reached yet. But improvement is tremendous. There will be second project phase launched after stabilizing current changes. Processes were described in documentation reflecting ISO requirements. Waiting room space was visualized to navigate patients. There are easily created process performance reports for hospital management in the computer. Team was able to establish all changes within 4 months. Now they are in control phase and fine-tuning some special long-term tasks. Take a look under the video, where you find a link to my blog, where you can download many Six Sigma, Lean and project management oriented templates. Use it, share it. If you find this video helpful, give us a like. Have a great day.