Utilizing Lean Six Sigma 5S Methodology In A Non-Clinical Setting

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Utilizing Lean Six Sigma 5S Methodology In A Non-Clinical Setting

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Client: A leading international medical center with locations in three countries
Industry: Healthcare
Service: 5S

Challenge:

Clinical Engineering (CE) was asked to rearrange their work area to provide additional storage for Cath Lab equipment that was used on a less frequent basis

Solutions:

Analyzed the “current state” of disorganization in the Clinical Engineering (CE) area
Mandated a focused 5S approach to provide the solutions for this unit
Three CE staff members were trained in the 5S methodology and a schedule was established

Results:

Successfully removed four large bins of items that were outdated, broken or no longer needed were removed from the department
Resulted in freeing 250 square feet for additional storage for Cardiac Catheterization (Cath) Lab equipment

Our client recognized an opportunity in a non-clinical area, Clinical Engineering (CE), to relieve regulatory pressure regarding relocating equipment from Cardiac Catheterization (Cath) Lab hallways. In order to realize this opportunity, CE personnel needed assistance to tackle their organization issues as well as a process to ensure sustainment of their improvements over the long term.

Guidon Performance Solutions utilized a four-day 5S project plan to instill a sense of urgency, focus the staff on the planned outcome and worked with the Department Manager to set goals for the project. The goal established was to identify and offer to the Cath Lab, 200 square feet of usable storage space for equipment that is used on a less-frequent basis.

The team went to work sorting through items and making decisions on what was required and what could be discarded. Within the department, the three staff members each had independent responsibility for some items while other equipment and supplies were shared. The group utilized the standard, “When in doubt, throw it out.”

The result was four large bins of items that were discarded along with $6,000 in items that could be returned for credit to the unit. In addition, the group identified and solved four issues where the department was found to be non-compliant with either internal or regulatory standards.

Upon re-prioritizing the newfound space, the department identified and foot printed 250 square feet of space to for the Cath Lab to utilize for storage. The department supervisor also noted, “As a result (of 5S) we now have a much nicer and safer work environment. Our area has been transformed into a work area we can all be proud to work in and have vendors visit.”

The 5S process can achieve targeted results. With focus and a sense of urgency, results can be achieved over the course of days, not weeks. With the implementation of standardization and the commitment of the staff members, positive results will be sustained over the long term.