A challenge to every department in implementing LEAN daily management is determining the metrics that they will follow on the gemba board. They need to be meaningful and easy to determine without outside surveys. The following is an example of some of metrics used in different hospitals we have worked with:
– Pressure ulcers
– # days without a falls
– # days without workplace injuries
– % adherence to standard work
– Time between when patient chart was called for and chart delivered
– Cart shortages by day
– # Unplanned patient tray requests
– # OR late finishes
– # inappropriate referrals
– # days delay in data
– % requests by type
– Stretch break compliance
– Wait time for a consult
– # med orders not received
– # phone calls/defects per day
– # carts to be filled
– Planned discharges
– # no-show appointments
– # days with no sharps to SPD or Linen
– % requests received outside process Turnaround time
– # mislabelled specimens
– # unsigned narcotic sheets
– % appointment starting on time
– 5S audit results
There is a requirement for a gemba board in very department, including administration. t he types of KPI they follow are different from a typical department in the hospital. Some of the clients we have worked with have followed the following KPI on their gemba boards.We have grouped them into basic categories:
Quality
‐ Patients rating their hospital experience 10/10
‐ # Critical incidents with outstanding recommendations
‐ Med Rec on admission and/or transfer to LTC
‐ # Unmet Required Organizational Practices (ROPs)
Cost ‐
– Budget variance ‐ Sick time
– Over time
Delivery
‐ Surgical volumes
‐ MMR Immunization rates
‐ # ED patients left without being seen
Safety =
‐ Hand hygiene compliance rate
‐ Infection rates
‐ # Falls in LTC
‐ # Residents in daily physical restraints
‐ # Staff injuries with/ without time loss