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Lean Six Sigma Redesign of a Process for Healthcare Mandatory Education in Basic Life Support—A Pilot Study

Author

Listed:
  • Anne Dempsey

    (Beacon Hospital, Sandyford, D18 AK68 Dublin, Ireland)

  • Ciara Robinson

    (Beacon Hospital, Sandyford, D18 AK68 Dublin, Ireland)

  • Niamh Moffatt

    (Beacon Hospital, Sandyford, D18 AK68 Dublin, Ireland)

  • Therese Hennessy

    (Beacon Hospital, Sandyford, D18 AK68 Dublin, Ireland)

  • Annmarie Bradshaw

    (Beacon Hospital, Sandyford, D18 AK68 Dublin, Ireland)

  • Sean Paul Teeling

    (UCD Centre for Interdisciplinary Research, Education & Innovation in Health Systems, School of Nursing, Midwifery & Health Systems, University College Dublin, D04 V1W8 Dublin, Ireland
    Centre for Person-Centred Practice Research Division of Nursing, School of Health Sciences, Queen Margaret University Drive, Queen Margaret University, Musselburgh EH21 6UU, UK)

  • Marie Ward

    (Centre for Innovative Human Systems, School of Psychology, Trinity College, The University of Dublin, D02 PN40 Dublin, Ireland)

  • Martin McNamara

    (UCD Centre for Interdisciplinary Research, Education & Innovation in Health Systems, School of Nursing, Midwifery & Health Systems, University College Dublin, D04 V1W8 Dublin, Ireland)

Abstract

Healthcare staff are required to undertake mandatory training programs to ensure they maintain key clinical competencies. This study was conducted in a private hospital in Ireland, where the processes for accessing mandatory training were found to be highly complex and non-user friendly, resulting in missed training opportunities, specific training license expiration, and underutilized training slots which resulted in lost time for both the trainers and trainees. A pilot study was undertaken to review the process for accessing mandatory training with a focus on the mandatory training program of Basic Life Support (BLS). This was chosen due to its importance in patient resuscitation and its requirement in the hospital achieving Joint Commission International (JCI) accreditation. A pre- and post-team-based intervention design was used with Lean Six Sigma (LSS) methodology employed to redesign the process of booking, scheduling, and delivery of BLS training leading to staff individual BLS certification for a period of two years. The redesign of the BLS training program resulted in a new blended delivery method, and the initiation of a pilot project led to a 50% increase in the volume of BLS classes and a time saving of 154 h 30 min for staff and 48 h 14 min for BLS instructors. The success of the BLS process access pilot has functioned as a platform for the redesign of other mandatory education programs and will be of interest to hospitals with mandatory training requirements that are already facing healthcare challenges and demands on staff time.

Suggested Citation

  • Anne Dempsey & Ciara Robinson & Niamh Moffatt & Therese Hennessy & Annmarie Bradshaw & Sean Paul Teeling & Marie Ward & Martin McNamara, 2021. "Lean Six Sigma Redesign of a Process for Healthcare Mandatory Education in Basic Life Support—A Pilot Study," IJERPH, MDPI, vol. 18(21), pages 1-18, November.
    • Handle: RePEc:gam:jijerp:v:18:y:2021:i:21:p:11653-:d:673431
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    References listed on IDEAS

    as
    1. Ailish Daly & Seán Paul Teeling & Marie Ward & Martin McNamara & Ciara Robinson, 2021. "The Use of Lean Six Sigma for Improving Availability of and Access to Emergency Department Data to Facilitate Patient Flow," IJERPH, MDPI, vol. 18(21), pages 1-15, October.
    2. Seán Paul Teeling & Jan Dewing & Deborah Baldie, 2021. "A Realist Inquiry to Identify the Contribution of Lean Six Sigma to Person-Centred Care and Cultures," IJERPH, MDPI, vol. 18(19), pages 1-21, October.
    3. Lisa O’Mahony & Kerrie McCarthy & Josephine O’Donoghue & Seán Paul Teeling & Marie Ward & Martin McNamara, 2021. "Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care," IJERPH, MDPI, vol. 18(21), pages 1-14, October.
    4. Beata Kollberg & Jens J. Dahlgaard & Per‐Olaf Brehmer, 2007. "Measuring lean initiatives in health care services: issues and findings," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 56(1), pages 7-24, January.
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    Cited by:

    1. Ailish Daly & Sean Paul Teeling & Suzanne Garvey & Marie Ward & Martin McNamara, 2022. "Using a Combined Lean and Person-Centred Approach to Support the Resumption of Routine Hospital Activity following the First Wave of COVID-19," IJERPH, MDPI, vol. 19(5), pages 1-20, February.
    2. Seán Paul Teeling & Jan Dewing & Deborah Baldie, 2022. "Developing New Methods for Person-Centred Approaches to Adjudicate Context–Mechanism–Outcome Configurations in Realist Evaluation," IJERPH, MDPI, vol. 19(4), pages 1-17, February.
    3. Martin McNamara & Marie Ward & Seán Paul Teeling, 2023. "Making a Sustainable Difference to People, Processes and Systems: Whole-Systems Approaches to Process Improvement in Health Systems," IJERPH, MDPI, vol. 20(7), pages 1-5, March.
    4. Sinead Moffatt & Catherine Garry & Hannah McCann & Sean Paul Teeling & Marie Ward & Martin McNamara, 2022. "The Use of Lean Six Sigma Methodology in the Reduction of Patient Length of Stay Following Anterior Cruciate Ligament Reconstruction Surgery," IJERPH, MDPI, vol. 19(3), pages 1-18, January.
    5. Marie E. Ward & Ailish Daly & Martin McNamara & Suzanne Garvey & Sean Paul Teeling, 2022. "A Case Study of a Whole System Approach to Improvement in an Acute Hospital Setting," IJERPH, MDPI, vol. 19(3), pages 1-22, January.

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