|
Son Dureta Hospital in Palma de Mallorca Spain
What happens when GE Healthcare Performance Solutions becomes the Six Sigma Department of Son Dureta Hospital in Mallorca, Spain.
“I want to do real management and some marketing. I want Son Dureta to be the most well-run and well-known hospital in Spain. And for that, I’m partnering with GE and using Six Sigma to improve the way my hospital is run, to attract more patients and to be efficient.”
Carlos Ricci, CEO
|
|
Customer background
-
Public hospital recognised as being one of the most quality hospitals in Spain
-
Creation in 1953
-
Very modern equipment
-
900 beds
-
3,600 employees
-
Plan to switch to a new building with upgrades in technology
-
Introduction of PACS and organisational changes
-
Visionary CEO, Carlos Ricci, wants Son Dureta to be a Six Sigma hospital
|
Customer strategy objectives:
-
Son Dureta is facing potential high competition locally as a new hospital is being built
-
In Spain, hospitals receive budget according to their number of patients while patients can choose their own hospital
-
Carlos Ricci, CEO, wants to increase internal productivity and to focus on the hospital image to not lose place as one of top 4 hospitals in Spain and to remain first choice for patients
-
He himself was trained as a Six Sigma Black Belt by GE before joining Son Dureta and had consulting experience
-
Now, he is bringing Six Sigma into his organisation with GE as “outsourced” Six Sigma Department, guiding internal projects and training staff to Six Sigma
|
Solutions proposed:
-
Six Sigma and CAP trainings
-
3 Six Sigma projects (GE consultant onsite 48 days per year so as 2 days every 2 weeks)
|
Projects done:
-
Throughput improvement on 3 CTs => 24% average throughput improvement and replacement of one CT by 64 slice. GE in good position to win
-
Patient length of stay reduction => before the project, all the patients were discharged around 6:00 pm due to administrative issues that blocked beds for patients waiting in the Emergency Room to be hospitalised. Thanks to the Six Sigma project, 33% of patients leave the hospital before 3:00 pm
-
Out-patient waiting time reduction => before the project, scheduling issues due to use of paper agendas caused long waiting time. Thanks to the Six Sigma project, scheduling transferred to HIS paperless, saving more than 8,000 hours workload in nurses administration and decreasing patient waiting time by 70%
|
People trained:
-
Six Sigma: 1 Black Belt and 3 Green Belts. The objective was to make them driving projects and lead the way for others to make Six Sigma and quality the way the hospital works
-
CAP: 45 people. The objective was to bring strategy to next level down from C-level and enable change within the hospital
|
Customer benefits:
-
Son Dureta is run like a company, using Six Sigma and CAP, with better processes and productivity as well as change acceptance during transition time, allowing for better patient care
-
Improved image of the hospital on the outside as it is a pioneer hospital in Spain in terms of management
-
Six Sigma projects brought process improvement and made Six Sigma the way the hospital departments work
-
Other projects are already planned in other departments driven by internal Green Belts
|
|
|