#DOCTOR HOSPITAL AUGUSTA GA DRIVERS#

The team knew that reducing cycle time with the CT, MRI and wound center projects would help improve satisfaction by shortening the wait time.

#DOCTOR HOSPITAL AUGUSTA GA DRIVERS#

In the outpatient test and treatment areas, one of the strongest drivers of satisfaction is wait time. Patient satisfaction – The hospital measures customer satisfaction each quarter using an independent survey company. Another objective was to increase capacity in the operating room by striving for turnaround times found in ambulatory surgery centers.Įmergency department performance – Another strategy targeted the improvement of emergency room performance metrics, including throughput time. Projects in CT and MRI specifically addressed cycle time, aimed at reducing lengthy waits, which are a major source of dissatisfaction for patients. One objective is to effectively compete against freestanding imaging centers by improving the customer’s experience. Human resources – The project-based training helped to drive a specific strategy listed under human resources retention and productivity.Įfficiency and growth – At the division level, the hospital has an outpatient imaging and surgery taskforce focused on driving efficiency and strategic growth. Six Sigma has been viewed as supporting the organization’s strategic plan in several ways: The hospital concentrated on establishing a clear communication plan to keep everyone informed, making sure people received training and instilling the process as the way they would work going forward. “We have been able to gain a great deal of value during the journey, as well as the destination.” Linking Six Sigma with Strategic Plansĭoctors Hospital creates a strategic plan every year, and for 2004, driving Six Sigma and achieving culture change were major themes within the plan. “Much of the excitement generated during our Six Sigma experience has actually come not only from the accomplishments of the teams, but also from the experience of getting together and attacking opportunities together,” Shayne George, president and CEO at Doctors Hospital, said. So far, the hospital’s leadership team has been pleased with the progress and achievements. To a certain degree, the improvement initiative at Doctors Hospital was a test case for Hospital Corporation of America, the hospital’s parent organization. Initial projects targeted outpatient CT scan cycle time, wound center turnaround time, emergency department cycle time from the patient’s experience, wound center accounts receivable billing, operating room turnaround time and MRI cycle time. The first wave of Green Belt training began in May 2004, with 16 people selected from the hospital’s staff. It also is home to the nationally acclaimed Joseph M. It employs more than 1,450 nursing and medical professionals.Īmong its special features are centers for cardiopulmonary health, digestive diseases, sleep disorders (polysomnogram), stroke care, diabetes care and wound management.

Doctors Hospital of Augusta is a 354-bed full-service medical/surgical facility located in Augusta, Georgia, USA.

Doctor hospital augusta ga