Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. Because Dr. Deasley is so popular, he spends a great deal of time with his patients. ?VSB10
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. Because Dr. Deasley is so popular, he spends a great deal of time with his patients.
A Lean Six Sigma Case Study
PROJECT DESCRIPTION
The following Lean Six Sigma case study will reflect a real-life healthcare problem with Continuous Improvement and Lean Six Sigma Tools to show how some of the tools are put into place in the real world. You will be required to complete the project along with some analysis at the end of each section.
Case Study:
Process Improvement – Reduction in Wait Time for Patients in a Doctor Office
Executive Summary
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. Because Dr. Deasley is so popular, he spends a great deal of time with his patients. Because he is spending almost one hour per patient, there are may other patients waiting in the waiting room impatiently. Dr. Deasly is booking 10 patients per day, but due to time limitations, he is overbooking and cannot see all of his patients. The office is starting to get complaints about the wait time in the office. They would like to see the Doctor within 10 minutes of arriving and spend no more than 30 minutes in the office total. If able, the Doctor would like to see 15 patients per day. The changes need to made within 3 months in order to not lose any patients.
Define
What are key Milestones?
Please complete a High-Level Process Map
Complete a Project Charter with all of the Information
Conclusion of Define: The DEFINE stage showed the customer’s and their problems along with the goals of the Doctor and the office he works in. A process map was completed in order to better fully understand the steps. The project team now has a baseline to begin the Measure phase through the process steps.
Measure
Please create a SIPOC of the process based on the information that you know. Feel free to use your imagination for this.
Please create a Critical to Quality Tree utilizing the Voice of the Customer.
The Black Belt team did a pareto analysis of the data and determined that five factors were causing over 95% of the problem with wait time. Those factors are:
Proper Medical Devices not Available
Rooms Available at Doctor’s Office
Staffing of Doctor’s Office
Arrival Time of Patients
Time the Doctor was Spending with Patients
You need to determine the 'biggest contributors to the problem. One tool to accomplish this is the Pareto Chart.
You need to know if it is reasonable to assume that these five 'product parameters' are normally distributed.
The data is as follows:
Categories |
# of occurrences |
Proper Medical Devices N/A |
30 |
Rooms Available at Dr. Office |
22 |
Staffing at Dr. Office |
41 |
Arrival Time of Patients |
52 |
Time Dr. Spends with Patients |
79 |
Please create a Pareto chart with the data and explain what the focus area should be.
1. Construct FIVE (5) histograms for the below data sets.
2. Interpret each of the histograms to determine whether the assumption of normality is reasonable.
3. If the data are not approximately normally distributed, why not?
Proper Medical Devices N/A |
Rooms Available at Dr. Office |
Staffing at Dr. Office |
Arrival Time of Patients |
Time Dr. Spends with Patients |
|
10.82 |
7.45 |
0.5502 |
172 |
48 |
|
10.82 |
7.55 |
0.5522 |
169 |
34 |
|
10.86 |
7.67 |
0.546 |
177 |
23 |
|
10.87 |
7.65 |
0.5462 |
170 |
32 |
|
10.84 |
7.62 |
0.5491 |
174 |
19 |
|
10.85 |
7.59 |
0.5486 |
175 |
37 |
|
10.86 |
7.6 |
0.5428 |
167 |
20 |
|
10.87 |
7.52 |
0.5532 |
171 |
47 |
|
10.89 |
7.49 |
0.5472 |
168 |
27 |
|
10.8 |
7.54 |
0.5522 |
172 |
31 |
|
10.81 |
7.52 |
0.5494 |
168 |
44 |
|
10.89 |
7.61 |
0.5519 |
163 |
27 |
|
10.81 |
7.52 |
0.5509 |
174 |
61 |
|
10.9 |
7.61 |
0.5412 |
169 |
17 |
|
10.87 |
7.53 |
0.5518 |
171 |
26 |
|
10.86 |
7.57 |
0.5523 |
172 |
50 |
|
10.85 |
7.59 |
0.5415 |
172 |
11 |
|
10.85 |
7.55 |
0.5477 |
168 |
53 |
|
10.86 |
7.61 |
0.553 |
169 |
18 |
|
10.86 |
7.54 |
0.55 |
166 |
75 |
|
10.83 |
7.57 |
0.5437 |
172 |
27 |
|
10.89 |
7.51 |
0.5463 |
168 |
36 |
|
10.76 |
7.63 |
0.5566 |
174 |
40 |
|
10.78 |
7.5 |
0.541 |
175 |
30 |
|
10.86 |
7.58 |
0.5542 |
164 |
23 |
|
10.9 |
7.55 |
0.5569 |
173 |
15 |
|
10.83 |
7.51 |
0.5432 |
168 |
15 |
|
10.82 |
7.5 |
0.5487 |
170 |
35 |
|
10.87 |
7.59 |
0.5537 |
173 |
45 |
|
10.88 |
7.58 |
0.541 |
170 |
25 |
|
10.67 |
7.64 |
0.5554 |
173 |
42 |
|
10.72 |
7.48 |
0.5521 |
167 |
64 |
|
10.65 |
7.57 |
0.5532 |
169 |
23 |
|
10.7 |
7.46 |
0.5563 |
172 |
53 |
|
10.67 |
7.53 |
0.5508 |
165 |
50 |
|
10.65 |
7.6 |
0.5527 |
170 |
16 |
|
10.6 |
7.49 |
0.5546 |
169 |
41 |
|
10.66 |
7.65 |
0.5478 |
170 |
7 |
|
10.61 |
7.55 |
0.5468 |
165 |
31 |
|
10.69 |
7.55 |
0.5566 |
172 |
18 |
|
10.71 |
7.51 |
0.5531 |
168 |
53 |
|
10.66 |
7.49 |
0.5482 |
173 |
34 |
|
10.64 |
7.49 |
0.5473 |
172 |
37 |
|
10.62 |
7.49 |
0.5442 |
170 |
80 |
|
10.63 |
7.56 |
0.5491 |
176 |
19 |
|
10.67 |
7.59 |
0.5596 |
175 |
26 |
|
10.62 |
7.47 |
0.5491 |
170 |
13 |
|
10.62 |
7.58 |
0.5507 |
169 |
18 |
|
10.63 |
7.55 |
0.556 |
177 |
36 |
|
10.65 |
7.47 |
0.5428 |
178 |
7 |
|
10.68 |
7.63 |
0.5488 |
172 |
34 |
|
10.68 |
7.47 |
0.5531 |
171 |
28 |
|
10.63 |
7.68 |
0.5483 |
171 |
44 |
|
10.68 |
7.55 |
0.5431 |
171 |
18 |
|
10.58 |
7.47 |
0.545 |
177 |
23 |
|
10.59 |
7.59 |
0.5392 |
172 |
17 |
|
10.64 |
7.57 |
0.5512 |
170 |
25 |
|
10.64 |
7.53 |
0.5465 |
169 |
15 |
|
10.68 |
7.58 |
0.5479 |
164 |
23 |
|
10.6 |
7.6 |
0.5452 |
174 |
21 |
|
Upper Spec |
11 |
7.66 |
0.56 |
180 |
60 |
Lower Spec |
10.5 |
7.45 |
0.54 |
165 |
0 |
Target |
10.75 |
7.55 |
0.55 |
170 |
20 |
The team also believed there was a Motorola shift during the process. Please describe the Motorola Shift and potential causes that they could have experienced the shift.
Conclusion of Measure: Data was taken of as many parameters as possible before changing any variables. It was found that Dr. Deasley was spending more time with his patients than necessary. The process needs to be analyzed based on the data.
Analyze
Please create a Stem and Leaf Plot for the downtimes that we captured from the patient wait times in the waiting rooms.
The data is as follows:
Downtime (minutes) for the last 70 patient wait times: |
|||||||||||
16 |
21 |
11 |
16 |
16 |
17 |
6 |
48 |
47 |
20 |
||
16 |
18 |
47 |
26 |
44 |
22 |
49 |
47 |
20 |
64 |
||
17 |
75 |
38 |
17 |
48 |
10 |
48 |
20 |
50 |
16 |
||
37 |
15 |
17 |
65 |
45 |
18 |
47 |
71 |
35 |
44 |
||
47 |
17 |
20 |
15 |
50 |
51 |
48 |
47 |
21 |
82 |
||
32 |
13 |
49 |
17 |
49 |
14 |
52 |
50 |
46 |
51 |
||
48 |
47 |
19 |
48 |
63 |
80 |
46 |
95 |
48 |
58 |
Two different staff members were being used for the Doctor office so we wanted to see if they were acting identically. 25 random samples were taken for each line. We want to see if Assistant 2 performs better than Assistant 1 since she is a new employee. The data for Assistant 2 is as follows:
0.009 |
0.010 |
0.011 |
0.011 |
0.010 |
0.011 |
0.011 |
0.013 |
0.008 |
0.012 |
0.010 |
0.013 |
0.014 |
0.012 |
0.009 |
0.014 |
0.011 |
0.015 |
0.011 |
0.012 |
0.015 |
0.011 |
0.011 |
0.012 |
0.008 |
The historical mean for Line 1 was .0126.
Please state the following:
Line 2 Average
Line 2 Standard Deviation
Null Hypothesis
Alternative Hypothesis
T-Test Statistic
Critical Value
Statistical Conclusion for the null and alternative hypothesis.
Conclusion of Analyze: Data was analyzed to review if different staff members were performing similarly or not. We also wanted to plot the data of the wait times in different methods.
IMPROVE
A team member has been saying since day one that there is a correlation between the Room Availability and the Patient arrival time. Should the team have listened? Construct a scatter diagram and calculate the correlation coefficient to see if she is correct.
The Data is as follows:
Data: |
Temp |
Thickness |
|||
154 |
0.554 |
||||
153 |
0.553 |
||||
152 |
0.552 |
||||
152 |
0.551 |
||||
151 |
0.549 |
||||
151 |
0.549 |
||||
151 |
0.548 |
||||
151 |
0.548 |
||||
151 |
0.548 |
||||
151 |
0.547 |
||||
151 |
0.547 |
||||
151 |
0.547 |
||||
151 |
0.547 |
||||
151 |
0.547 |
||||
151 |
0.547 |
||||
151 |
0.546 |
||||
150 |
0.546 |
||||
150 |
0.546 |
||||
150 |
0.546 |
||||
150 |
0.546 |
||||
150 |
0.546 |
||||
150 |
0.545 |
||||
150 |
0.545 |
||||
150 |
0.545 |
||||
149 |
0.545 |
||||
149 |
0.545 |
||||
149 |
0.545 |
||||
148 |
0.545 |
||||
148 |
0.543 |
||||
148 |
0.543 |
||||
147 |
0.542 |
||||
147 |
0.542 |
||||
146 |
0.541 |
||||
146 |
0.540 |
||||
145 |
0.538 |
Is there strong correlation between temperature and thickness?
IF there is strong correlation, is it positive or negative? (Answer with positive, negative or N/A)
What is the correlation coefficient between the two variables? (Use 6 decimal places)
Discuss the 8 Deadly Wastes (MUDA) of the process.
Create a Fishbone Diagram explaining some of the key Root causes.
Discuss Improvements that you would suggest.
Conclusion of Improve: Optimal settings were also found and a Scatter Plot was created to see correlation. Many improvement suggestions were made.
CONTROL
An I-MR chart was plotted for the Doctor’s office to ensure the specifications were performing as planned and the patients and Doctor’s were satisfied.
Please indicate if the control chart is stable and if any Shewhart Rules have occurred.
A normality test was conducted. Please advise if the data is normal.
A capability study was completed. Please advise if the process is stable and any analysis you find is relevant.
Please complete a Control Plan for the project.
Conclusion of Control: We have taken all data after making many improvements to see if the process is now stable. We will continue to monitor our progress and follow the control plan.
Please make final conclusions of the project.
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