On October 8, leaders of RQHR’s surgical service line along with patients, physicians, and members of the Surgical Kaizen Operation Team, gathered at the Kaizen Promotion Office at 2550 15th Ave. to review the service line’s Lean improvement work to date and to participate in a kaizen planning session.
The Region is committed to the Lean management system which, along with Regina Qu’Appelle Health Region’s strategic goals and fiscal responsibility, is supporting the changes needed for organizational success.
“We’ve done some remarkable work this year and I’d like to congratulate all the service line staff on the progress they’ve made toward improving safety and access to surgical care,”
said Val Hunko, Vice President of Specialty Care.
Hunko noted that this fiscal year, the Regina Qu’Appelle Health Region (RQHR) expects to perform 26,500 surgeries. This is a 14 per cent increase over the 2012-13 fiscal year, when 23,256 were done. In particular, great strides have been achieved between April 1 and Aug. 31 of this year. Eleven per cent fewer people waited more than three months for surgery; 17 per cent fewer waited more than six months; and 18 per cent fewer waited more than 12 months, compared to March 31, 2013.
Hunko said there is still much work to be done before the Region meets provincial surgical targets, adding that dedicated work needs to continue in the areas of patient flow and standard work.
Sheila Anderson, director of the Surgical Kaizen Operations Team (S-KOT), reviewed the highlights of the nine Rapid Process Improvement Workshops (RPIWs) which have taken place, or are underway, in the surgical service line since the fall of 2012. Lean projects such as these have contributed to reducing waits for surgery. RPIWs in the surgical service line have aimed to improve patient flow and the patient experience. Anderson encouraged participants to look for opportunities to replicate successful RPIW work in their own areas.
Other presentations looked at the progress the surgical service line has made toward establishing visibility walls, described an operating room project which is examining scheduling variation, and reviewed the service line’s progress toward meeting various targets.
During the brainstorming session that followed, participants looked at potential areas for Lean work in the first three months of 2014.
The following six RPIWs were proposed: Pre-operative surgical screening; efficient scheduling of the operating room (OR) slate; standards for efficient use of orthopedic trauma time; seamless patient flow through the OR; post-op discharge planning; and continuity of care/ communication through the service line.