Adapting a LEAN Approach to Stores supply within a Primary care Setting
Dolores Donegan
Nursing and Midwifery Planning and Development, HSE North East
Dolores qualified in general nursing from SVH Dublin in 1993. She gained her Dip in Orthopaedic Nursing in 1996 as a staff nurse in Cappagh Hospital, Dublin. Dolores completed her BSc in Nursing Management in 2001 while managing the HCA`s in Our Lady Of Lourdes Hospital Drogheda and was involved in the development and the implementation of their piolt education programme in 2002. In 2003 Dolores took up the role of HIPE Casemix Co-ordinator Louth/ Meath and completed her MSc in Health Informatics in 2005. She then worked on the award winning project that went on to become the Hospice Friendly Hospitals. Dolores joined the NMPD team in 2006 and has lead regionally on ANP development, clinical Audit, PPPG`s, LEAN iniatives and staff developement. She completed her Dip in Health Economics in 2013 and has a Green Belt in LEAN Six Stigma.
Abstract
Background: Wound care is a high cost area for HSE in terms of product costs and workforce time. Over €650,000 was being spent yearly in one primary care division to treat wounds. The supply, delivery and transportation of... [ view full abstract ]
Background:
Wound care is a high cost area for HSE in terms of product costs and workforce time. Over €650,000 was being spent yearly in one primary care division to treat wounds. The supply, delivery and transportation of wound products were time consuming, unpredictable and impacting on an already restricted budget. It was decided to take a LEAN approach to analyse the experiences of one Primary care team site to examine its current wound care product supply process, its impact on patients and staff as well as the work environment.
Aim:
With the co-operation of a Muti-disciplinary team to reduce waste and delay time in wound care product stock delivery within a six month period
Description:
A Project Charter was established in early March 2014 identifying the key stakeholders with the project lead and the sponsor the DPHN Louth. A Value Stream Map was established that showed the linkage between information and material flow thus making obstacles to flow visible. This enabled metrics-based decision making. Key challenges were identified. A waste walk was completed. The primary Care, procurement and finance teams were asked to identify challenges and solutions. A stock take and stock analysis was conducted. This generated a pre-agreed monthly stock order and set replenishment levels. A new ordering process has been agreed in which a pre-agreed stock order is generated monthly in procurement department and delivered directly to the centre.
Impact:
Client care treatment is now being implemented in a more timely fashion that is enhancing patient recovery. This cost saving measure has resulted in:
• Decrease in excess stores ordering by 28%, equating to a saving of €164,000 per year for the primary care area.
• Reduction in Process Time by 82%,
• Lead Time reduced by 83%,
• Fixed Time Quality is now at 100%,
• Stock control is evident with an ordered and labelled stored room,
• Work environment improved for the Primary care team thus resulting in an enhanced patient experience
Conclusion and Implications
It is planned to roll out this iniative across all primary care teams in the area through 2015
Authors
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Dolores Donegan
(Nursing and Midwifery Planning and Development, HSE North East)
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Siobhan Mc Elearney
(Louth Primary Care)
Topic Area
Innovations in research methodology, education or clinical practice
Session
CM-1 » Community (10:30 - Thursday, 5th November, Seminar Room 1.29)
Presentation Files
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