A Veterans Affairs hospital in Kentucky has improved patient satisfaction by employing Lean Six Sigma techniques, providing another example of how process improvement is having an impact on healthcare.
The VA hospital in Lexington, Kentucky, recently used data from a patient survey to identify areas that needed improvement at the Lexington VA Medical Center and the associated clinics in the area. They then created and applied solutions that worked, according to the VAntage Point blog.
Their success story is one of many involving healthcare. They include improvements made through patient-focuses scheduling, using Plan-Do-Study-Act to improve patient screening processes, and using Lean and Six Sigma certification and training to create a culture of continuous process improvement.
Gathering Customer Feedback
The government began asking for feedback from veterans in 2017. While 88.5% of veterans agreed or strongly agreed that they “trust VA for my health needs,” the survey also showed areas of opportunity for hospitals.
In Lexington, VA officials noted that one key customer experience routinely fell short on the surveys: knowing what to expect after they had checked in at the medical center or clinic for an appointment.
To oversee these issues, the Lexington VA has an Experience Officer who manages all aspects of the operation that relate to customer experience. Building an operational plan based on the experience and feedback of consumers is a central tenet of Lean Six Sigma methodology.
The VA team investigated the check-in process, gathering data on how it works. They also sent through some “secret shoppers” through the check-in process who documented their experience. These combined efforts discovered that the VA check-in process was not the same at every office. These left patients confused and led to the lower customer experience score.
Designing a Solution
The Lexington VA employed a Lean tool known as Gemba Walk to help solve the challenge presented by the check-in process.
First, the team, using feedback from clients, developed a script for check-in that created a uniform experience at every office. This also included communication aid material to post at each office.
They then employed the Gemba Walk. First used at Toyota as part of the Toyota Production System, the Gemba Walk typically involves leaders touring the factory floor to find out firsthand how a process works.
In this case, the team visited offices and found meeting places where patients tended to gather, including in hallways and clinic lobbies. They then placed boards and signs in these areas that contained standardized, clear communication about the check-in process.
Big Changes Happened Quickly
On the previous customer survey, the check-in process had received only 82% approval from patients. After the changes made using Lean Six Sigma tools and techniques, that number rose to 90% in just one year. Those numbers are associated with patient answers to the question: “After I checked in for my appointment, I knew what to expect.”
The process has proven so successful that other projects to make changes to customer experience are happening across the country. The VA Strategic Plan focuses on process improvement, including rewarding employees who develop plans that improve operations.
According to the plan, “Employee advancement and incentives will be based on delivery of superior customer service, process improvements for heightened efficiency, and ability to produce positive outcomes and enhanced value for Veterans.”
